1 Return  this  book  on  or  before  the 
Latest  Date  stamped  below. 

University  of  Illinois  Library 

DC;  PO  i 

DEC  30  i; 

!5T 

i V 

# /J;;/ 

-3  ,'ybd 
FEB  1 7 2 

nit 

u lU 

U 

M 


’m 


■ ■'  u‘.  >/U> 


•^'m 


- ^ Digitized  by  the  Internet  Archive 

in  2016  with  funding  from  « 

University  of  Illinois  Urbana-Champaign  Alternates  / 


https://archive.org/details/employersmanualiOOblac 


V 


EMPLOYERS’ 

MANUAL 


INSTRUCTIONS  TO 

EMPLOYMENT  SUPERVISORS  and  OTHER  EXECUTIVES 


in  the  use  of 


THE  BLACKFORD  EMPLOYMENT  PLAN 


LIBRARY 
OF  TH£.. 

UNIVERSITY  OF  lUINOIS 


By 

KATHERINE  M.  H.  BLACKFORD  M.  D. 


THE  EMERSON  COMPANY 
36  CHURCH  STREET 
NEW  YORK 
1912 


)■ 


Copyright,  1912 

By  KATHERINE  M.  H.  BLACKFORD  M.  D. 

{All  rights  reserved) 


iToretDorij 


Manual  is  published  primarily  as 
work  of  reference  and  suggestion 
r employment  supervisors  and 
her  executives  who  have  received 
e personal  instruction  and  direc- 
tion of  the  author  in  the  installa- 
tion of  the  Blackford  Employment  Plan  in 
^ their  institutions.  It  is  therefore  not  intended 
^to  give  complete  instruction  for  the  use  of 
the  Plan.  There  are  many  problems  arising 
^ in  the  operation  of  an  Employment  Department 
. that  are  not,  and  could  not  be,  covered  in  a 
t work  of  this  nature.  Some  of  these  are  common 
^to  all  concerns;  some  are  peculiar  to  the  indi- 
vidual concern.  Each  has  to  be  met  and  solved 
by  some  qualified  and  experienced  person  trained 
especially  for  the  work.  It  would  therefore  be 
hazardous  for  anyone  to  attempt  the  installation 
of  such  a department  with  nothing  more  than 
what  appears  in  this  Employers’  Manual  as  a 
7-basis  of  operations.  With  personal  Instruction 
^and  direction,  however,  it  is  hoped  that  this 
^Manual  will  prove  an  effective,  useful,  and  help- 
ful inspiration  to  those  who  bear  the  great 
^ responsibility  of  selecting,  placing,  and  handling 
employes. 


K.  M.  H.  B. 


In  the  highest  sense,  an  industrial 
or  commercial  institution  should  he  a 
school  where  men  and  women  learn 
to  LIVE  through  useful  and  happy 
effort. 


3ntr0t)uctton 


NEED  OF  SCIENTIFIC  SELECTION  OF 
EMPLOYES 

I once  knew  a rich  man  who  wanted  to  build  a big,  costly 
printing  plant.  No  sooner  had  he  decided  that  he  would 
build,  than  he  was  impatiently  eager  to  see  the  finished 
structure,  with  all  the  maehinery  installed  and  turning 
out  books  and  magazines.  He  told  his  desires  and  aspira- 
tions to  an  architect.  But,  before  even  the  dimensions  of 
the  building  were  decided  upon,  he  had  engaged  a con- 
tractor and  set  him  to  work,  making  the  excavations. 
While  these  were  under  way,  he  rushed  out  of  the  archi- 
tect’s protesting  hands  a rough  ground  plan  of  the  edifice. 
From  this,  as  soon  as  the  trenches  were  dug,  he  built  in 
immense  concrete  footings  for  the  walls  and  pillars.  Then 
he  compelled  the  half-frantic  architect  to  furnish  him  the 
dimensions  of  the  walls  and  began  to  lay  up  the  brick. 
And  so  every  stage  of  the  work  was  “pushed.”  The  man 
thought  he  was  making  a record  for  speed  in  building. 
He  boasted  about  it  to  his  friends.  The  structure  was 
completed  and  occupied  long  before  the  finished  plans 
and  specifications  were  out  of  the  architect’s  office. 

But  one  result  of  all  this  haste  was  that  high-priced  men 
burrowed  for  weeks,  under  the  new  building,  cutting  doz- 
ens of  openings,  large  and  small,  through  those  massive 
concrete  footings.  No  provision  had  been  made  for  water 
and  gas  pipes,  sewers,  electric  conduits,  and  the  flues  of 
the  heating  and  ventilating  apparatus.  Another  result  was 
that  an  expensive  tile  roof,  laid  before  the  plans  of  the 
building  were  complete,  was  found  to  be  unsafe  and  had  to 
be  removed  and  relaid.  There  were  many  less  serious 
blunders.  Worst  of  all,  the  structure  was  full  of  incon- 
veniences and  discomforts,  and  was  an  unsightly  patch- 
work. 

In  refreshing  and  hopeful  contrast  are  the  methods  of  a 
firm  of  building  contractors,  whose  main  office,  in  New 
York,  I recently  visited. 

These  gentlemen  undertake  the  entire  responsibility  of 
designing,  planning,  constructing,  equipping,  decorating, 
and  furnishing  residences,  banks,  club-houses,  libraries,  of- 
fice buildings,  and  other  fine  edifices  for  their  clients. 

They  showed  me  their  file  room.  Here,  among  other 
equipment,  were  some  scores  of  wide,  shallow  drawers. 
Each  drawer  contained  all  the  data  on  some  one  building 


5 


either  about  to  be  put  up  or  in  course  of  construction. 
My  guide  opened  one  of  these  drawers  and  showed  me 
what  was  in  it.  There  were  detailed  drawings  of  every- 
thing about  a big  bank — from  the  exterior  of  the  building 
as  a whole  down  to  chairs,  hassocks  and  cuspidors.  Type- 
written specifications  described  every  item.  And  a huge 
collection  of  numbered  and  labeled  samples  represented 
every  material  used,  from  brick  and  building  stone  to  wall- 
paper, rugs  and  picture-cord.  All  these  drawings  and 
specifications  were  approved,  and  all  these  samples  gath- 
ered, submitted,  and  accepted,  before  a spadeful  of  earth 
was  turned  or  a load  of  gravel  purchased. 

Need  I point  out  the  success  of  this  firm?  Did  you 
note  the  fact  that  they  had  some  scores  of  buildings  under 
contract  ? 

In  the  building  of  an  organization,  there  are  many  em- 
ployers and  executives  who  attack  their  problem  in  much 
the  same  way  as  the  rich  man  did  his  printing  plant. 
There  are  a few  whose  methods  are  like  those  of  the  New 
York  contractors. 

The  many  are  forever  burrowing  in  their  foundations, 
and  tearing  off  their  roofs,  making  costly  changes.  Their 
organizations  are  inconvenient,  uncomfortable,  and  waste- 
ful— unsightly  patchwork. 

The  few  build  for  all  time.  They  get  the  best  results, 
for  the  least  expenditure  of  time,  money,  materials  and 
effort. 

The  many  begin  to  select  men  before  they  have  any 
clear,  definite  ideal  for  their  organization;  the  few  know 
precisely  what  they  intend  to  do  with  their  organization 
before  they  begin  to  build  it. 

To  be  more  specific:  The  successful  employer  of  men 
begins  his  work  of  selection  by  determining,  definitely  and 
in  detail,  just  what  he  wants  his  men  to  accomplish.  He 
perfects  his  plans  until  he  knows  how  many  men  he  will 
need,  what  part  each  man  in  the  organization  is  to  play, 
and  the  kind  of  man  needed  for  each  particular  job.  In 
other  words,  he  has  in  mind  an  ideal  man  for  each  position. 
Then  he  is  ready  to  begin  the  work  of  finding  and  placing 
the  human  material  to  fit  the  plans  and  specifications  for 
his  organization. 

There  are  certain  definite  qualities  required  for  each 
unit  of  any  organization. 

One  of  the  most  successful  executives  in  the  country  once 
told  me  that  he  demanded  of  every  employe  four  funda- 
mental qualifications.  These  were  health,  intelligence, 
honesty,  and  industry. 

“These  four  are  indispensable,”  he  said.  “No  man  is 
permanently  worth  even  floor-space,  light  and  heat,  to  say 
nothing  of  wages,  unless  he  is  healthy. 

“Unless  a man  is  intelligent,  he  cannot  be  taught — he 
will  not  develop.  Even  in  the  lowest  kind  of  unskilled 
labor,  the  unintelligent  man  costs  too  much  for  supervision 
to  be  a profitable  investment,  no  matter  how  low  his  wage. 


“By  honesty  I mean  reliability — general  trustworthiness. 
A dishonest  man  may  do  splendid  work,  but  he  is  bad  com- 
pany for  the  rest  of  your  force.  And  one  crooked  act 
on  his  part  may  wipe  out  all  the  profits  possible  on  a dozen 
years  of  his  best  services. 

“It  goes  without  saying,  of  course,  that  even  the  most 
brilliant  and  reliable  of  men  is  worthless  unless  he  does 
things.  He  must  be  industrious  or  he  is  useless  in  any  or- 
ganization.’* 

Taking  these  four  qualifications  as  a basis,  the  efficient 
executive  adds  others  to  his  ideals  for  employes,  accord- 
ing to  the  work  he  wants  them  to  do. 

For  example,  suppose  you  were  hiring  a man  to  nail  on 
lath.  In  addition  to  the  four  fundamental  qualifications, 
you  would  look  for  speed — for  speed  first,  accuracy  and 
carefulness  second.  And,  if  you  knew  how  to  judge  your 
man,  you  could  quickly  tell  by  looking  at  him  whether  or 
not  he  had  just  the  combination  of  qualities  you  desired. 

Take  another  case.  Suppose  you  were  a manufacturing 
chemist  and  wanted  girls  to  fill  orders.  You  could  not  af- 
ford to  risk  the  possibility  of  even  one  error  like  sending 
strychnine  instead  of  quinine.  After  satisfying  yourself 
that  the  applicants  were  healthy,  intelligent,  honest  and 
industrious,  you  would  look  for  indications  of  painstaking 
accuracy  and  carefulness.  Speed  would  be  a minor  con- 
sideration. 

In  choosing  an  inspector  of  parts  of  fine  machinery,  you 
would  demand  both  speed  and  accuracy,  but  not  too  great 
carefulness.  It  is  much  more  important  that  she  should  be 
quick  and  unerring  in  separating  the  perfect  parts  from 
the  culls,  than  that  she  should  be  careful  to  place  them  in 
exact  and  symmetrical  rows  when  she  has  inspected  them. 
In  assembling  the  parts,  and  testing  the  completed  ma- 
chine, however,  carefulness  ranks  higher  than  either  accu- 
racy or  speed. 

Some  kinds  of  work,  such  as  adjusting  hair  springs  on 
watches  by  ear,  require  intense  concentration.  In  other 
kinds,  such  as  selling  notions,  the  employe  must  be  able 
to  turn  rapidly  from  one  thing  to  another — in  fact,  often- 
times, to  attend  to  two  or  three  different  customers  at  once, 
so  that  concentration  is  a non-essential. 

Speed, ' accuracy,  carefulness,  concentration — these  are 
all  mental  qualities.  But  the  wise  executive  either  learns 
to  discover  them — and  many  others — singly  and  in  com- 
bination, by  external  manifestations,  or  he  has  someone  on 
his  staff  who  can  do  it  for  him.  Such  foresight  saves 
money,  material,  time  and  effort  that  would  otherwise  be 
lost  in  wasteful  experimentation. 

Every  man  should  be  in  the  place  in  the  world  for  which 
he  is  best  suited. 

A scientific  dairyman  selects  animals  for  his  herd  by 
points. 

These  points  are  external  signs  in  the  color  and  form  of 
the  cattle.  They  indicate  the  dairy  type.  When  a cow  has 


7 


been  thus  selected,  an  exact  record  of  her  performance  is 
kept.  If  she  falls  below  a certain  standard^  she  is  weeded 
out  of  the  herd — put  to  some  other  use. 

A good  cow  may  earn  for  her  owner  two  hundred  dol- 
lars a year.  One  that  falls  below  standard  earns  less — 
may  even  net  a loss. 

The  average  employer  selects  his  men  by  chance,  or  at 
best  by  guess.  As  a rule,  he  keeps  no  record  of  their 
qualities;  very  often  no  record  of  their  performances.  He 
discharges  only  for  glaring  inefficiency  or  for  insubordina- 
tion, or  for  a whim,  or  for  economy.  In  the  higher  de- 
partments high-priced  men  are  often  laid  off,  which  may 
or  may  not  prove  to  be  economy.  In  other  departments 
the  lower  paid  laborers  are  laid  off  in  too  great  numbers 
and  the  higher  paid  workers  are  expected  to  perform  their 
tasks  in  addition  to  their  own.  This  leads  to  discontent 
and  dissatisfaction.  Many  of  the  best  men  leave  because 
they  have  been  badly  selected,  badly  handled,  or  both. 

A good  man  may  earn  for  his  employer  thousands  of 
dollars  a year.  An  inefficient  man,  or  a misfit,  may  cause 
a great  loss;  may  even  wreck  the  business.  The  result  is 
that  some  of  our  greatest  industrial  and  commercial  insti- 
tutions are  exceedingly  uneven,  the  bad  effects  of  the  best 
men  diluted — neutralized  by  the  harm  done  by  the  misfits. 
Even  in  the  best  plants  the  efficiency  could  be  greatly 
increased  if  every  position  were  filled  by  the  best  men. 
Hence  the  need  for  a scientific  method  of  selecting,  placing 
and  testing  men. 

The  Blackford  Employment  Plan  meets  this  need. 

This  Plan  is  founded  on  the  very  great  results  of  mod- 
ern research,  experiments  and  demonstration,  or  scien- 
tific principles,  which  have  been  tested  and  verified  by  more 
than  12,000  actual  analyses  of  individuals. 

OBJECT  OF  THE  PLAN 

The  purpose  of  the  Employment  Plan  is  to  give  the 
employer  or  his  employment  supervisor  a simple  but  com- 
prehensive and  conclusive  method  of  determining  from 
easily  observed  external  signs  and  from  a brief  verbal  ex- 
amination of  any  applicant,  what  he  can  do  and  how  well 
he  can  do  it. 


HOW  THE  PLAN  WORKS. 

The  Employment  Plan  depends  for  its  success  upon  the 
intelligent  use  of  nine  blanks.  These  are  reproduced  here, 
and  the  purpose  of  each  is  described. 

Blank  Number  One. — Requisition — This  is  a requisition 
for  a worker.  It  is  signed  by  a foreman  and  approved  by 
his  superintendent,  supervisor  or  department  manager. 
The  title  can  be  varied  in  this,  and  all  other  blanks,  to  suit 
the  nomenclature  and  organization  of  the  plant.  It  is  made 
out  in  duplicate.  The  original  goes  to  the  employment 
department;  the  duplicate  is  kept  on  file  by  the  foreman. 


8 


Blank  No.  1. 


Form  702 


Orifirinai 


REQUISITION 

Office 

Factory 


No.. 


EMPLOYMENT  DEPARTMENT 


Please  employ  for  the Department. 

One_ for  Position  No.. 

Rate 

To  Begin  work.  Date 191  _ 

With  these  qualities: 


To  replace____ 

Transferred  to  Dept. 

No  longer  employed. 

Promoted  in  this  Department. 

Returned  to  you. 

To  increase  the  forces  to  secure  larger  output. 

Permanent  

Foreman 

Temporary  

Superintendent 

Date 191 

NOTE — This  blank  it  used  in  duplicate. 


This  blank,  as  made  out  here,  would  read:  Employment 
Department:  Please  employ  for  the  Erecting  Floor,  De- 
partment Number  00,  one  assembler,  for  Position  Number 
00,  rate  27^  cents  an  hour,  to  begin  work  July  23,  1912. 
With  these  qualities:  Must  be  strong,  active,  experienced 
man,  with  practical  knowledge  of  machinery  and  minor 
repairs;  to  replace  Richard  Roe,  returned  to  you.  Wanted 
permanently.  John  Doe,  foreman;  Henry  Robinson,  su- 
perintendent. Date,  July  20,  1912.” 

If  the  foreman  or  superintendent  has  in  mind  a man 
suited  for  the  place,  he  will  include  in  his  requisition  a 
filled  out  copy  of  Blank  No.  2,  which  is  the  Recommenda- 
tion Blank. 

When  the  employment  supervisor  receives  this  he  may  do 
one  of  several  things.  He  may  send  for  the  man  recom- 


9 


mended,  examine  him  and,  having  found  him  fitted  for  the 
place,  send  him  to  Foreman  John  Doe  to  begin  work.  Or 
he  may  send  for  him  and  find  him  not  to  be  the  man  for 
the  place.  Or  he  may  already  have  a record  of  this  man  on 
file  that  will  guide  him  in  his  action. 

In  case  he  is  not  the  man  for  the  place,  the  employment 
supervisor  will  next  consult  his  waiting  list  to  see  whether 
there  is  anyone  on  that  can  do  the  work  required.  In  case 
there  is,  he  sends  the  best  man  available.  If  not,  he  files 
the  requisition  until  the  right  man  is  found  or  applies  for 
work. 


Blank  No.  2. 

Form  703 

RECOMMENDATION 


Kindly  fill  out  this  blank  with  information  about  some  man  whom  you 
think  it  would  be  desirable  for  us  to  employ. 

Name 


Address. 


Why  is  he  desirable?. 

How  do  you  know? 

What  kind  of  work  can  he  do? 

Is  he  now  employed? Where? 

How  old  is  he? What  rate  of  pay  would  he  expect? 

Married? Single? _How  many  to  support?.^ 

Nationality? Religion? What  union? 

What  is  his  relation  to  you? 

Is  he  related  to  any  member  of  your  family? If  so,  what  is  the  re- 
lationship?   


Signed 


Name 


Position 


Date. 


Department 


Blank  No.  2. — Recommendation — This  may  be  sent  in  by 
any  employe  recommending  someone  he  knows  who  is  de- 
sirable. Employes  should  be  encouraged  to  do  this.  It 
makes  them  feel  added  interest  in  the  organization  and 
gives  the  department  more  material  to  select  from. 


10 


Blank  No.  3. 

Form  704 


APPLICATION 


Name 

Address 


Nationality Religion What  Union 

Date  of  birth,  month year Height Weight. 

Single  or  married? How  many  dependent  on  you  for  support?. 

Ever  employed  here? Under  what  Foreman? What  Dept.?. 

Permanent? 

Position  wanted? Temporary? 

Names  of  relatives  employed  here 


Whom  shall  we  notify  in  case  of  an  emergency?  Name „ 

Address  

Please  check  the  following  list  as  accurately  as  possible  as  to  whether  you  are: 


Careful? 

Courteous? 

Punctual? 

Accurate? 

Industrious? 


Careless? 

Discorteous? 

Tardy? 

Inaccurate? 

Lazy? 


Memory? 

Obedient? 

Orderly? 

Cheerful? 

Patient? 


Forgetful? 

Disobedient? 

Disorderly? 

Gloomy? 

Impatient? 


PREVIOUS  EMPLOYMENT  AND  REFERENCES 


EMPLOYER 

Position  Held 

Give  Exact  Dates  as  to 
Month  and  Year 

Reasons 
for  Leaving 

From  To 

1 

1 

1 

Date 

Blank  No.  3. — This  is  the  Application  Blank  which  the 
applicant  is  asked  to  fill  ’out  in  his  own  handwriting.  The 
reverse  side  is  preferably  filled  out  on  the  typewriter,  the 
questions  being  asked  by  the  examiner  and  recorded  by 
the  stenographer. 


11 


Blank  No.  3 — Application — Reverse  Side. 


Can  you  speak  any  foreign  language?  What? 

How  much  time  have  you  lost  by  sickness  during  the  past  five  years? 

What  was  the  nature  of  your  illness? 

In  what  places  have  you  lived? 

What  position  do  you  now  hold? What  pay? 

How  long  have  you  been  so  engaged? 

Why  do  you  wish  to  leave? 

Describe  two  positions  you  have  held  before  the  last  one,  giving  pay,  time  and 

reason  for  leaving 

What  education  and  training  have  you  had?  General? 

Technical? 


In  school,  what  studies  did  you  like  best? 

What  lea8t?_ 

What  do  you  read? ^What  kind  of  work  do 

you  like  best?. 

if  you  could  have  any  position  you  wished  for  what  would  it  be? 

Is  there  anything  you  would  rather  have  than  money?_  _ What? 

What,  beside  pay,  is  important  to  you  in  a position? 


According  to  your  observation,  by  what  method  is  advancement  generally  won? 


Through  what  means  do  you  hope  to  secure  advancement?. 


What,  if  anything,  are  you  doing  to  improve  yourself?. 


Can  you  manage  people  well?. —State  the  evidence?. 


How  many  times  have  you  lost  your  temper  during  the  past  year? 

What  were  the  causes? What  did  you  do?  

Can  you  take  a joke  on  yourself? Joke  others? 

Do  you  like  to  be  with  people? Which  sex? 

How  many  intimate  friends  have  you? 

Do  you  make  acquaintances  readily? 

Blank  No.  i. — Analysis — This  is  the  key  to  the  Em- 
ployment Plan.  Upon  it  is  kept  data  which  should  reveal 
to  the  competent  employment  supervisor  at  a glance,  the 
character,  capacity,  abilities,  weaknesses,  tendencies,  rec- 
ord and  future  possibilities  of  every  man  in  the  plant  and 
every  applicant  on  the  waiting  list.  The  front  side  of  the 
blank  and  its  uses  are  described  fully  later  in  tliis  Manual. 


12 


Blank  No.  4. 

Form  705 

ANALYSIS 


Name 

Address 
Health 


Hair Eyes Texture 

, Eyes _ Nose r>  -i  i Motive 

*=“'”"“8:  Skin Mouth Mentnl 

Beard Chin Vita!  


Capacity  of  Intellect 

Face:  (Energy) 

Head  Type: 


Hand  Type; 
Condition  of  Body 


. (Vitality) 


Type, 

(Endurance) 


High 

Long  Narrow 

Square 

Low 

Short  Wide 

Round 

Rigid 

Flexible 

Hard 

Consistency: 

F?abby 

Short 

Fingers:  Medium 
Long 

Dress. 


CONCLUSIONS: 

Ppsitives 

Negatives 

Recommendations  . 


Analyzed: 

Date (Signed). 


On  the  reverse  side  is  space  for  the  man’s  record  for  a year. 
This  record  is  collated  from  the  work  record  at  desired 
intervals  and  is  a comprehensive  epitome  of  the  man’s 
standing.  Efficiency  of  the  employe  is  determined  by  such 
methods  as  the  department  uses,  under  instruction,  on  a 
percentage  basis,  while  his  deportment  is  worked  out  on  the 
same  basis,  from  data  furnished  by  the  foreman.  If,  dur- 
ing the  period,  the  employe  has  shown  any  special  ability. 


13 


the  foreman  reports  it,  and  it  is  entered  here.  Such  re- 
marks as  may  be  a guide  to  the  employment  supervisor  in 
either  determining  the  future  of  the  employe  or  checking 

Blank  No.  4 — Analysis — Reverse  Side. 


Record  of. 


1 Date 

Foreman 

Dept. 

Position 

Number 

Kind 

of 

Work 

Deport- 

ment 

Special 

Ability 

Act.  Hrs. 

Sta'dHrs. 

s 

Total 

Pay 

Remarks 

— 

1 

1 1 

up  his  own  previous  observations  upon  him,  may  be  en- 
tered in  the  space  designated.  At  the  end  of  the  year,  the 
employe’s  rate  of  payment,  efficiency  record  and  deport- 
ment are  totaled  and  averaged.  This  total  and  average,  to- 


14 


gather  with  such  general  observations  upon  the  man  as  the 
employment  supervisor  may  desire  to  make,  are  carried 
forward  to  a new  record  blank,  exactly  like  this  one,  ex- 
cept that  it  has  space  for  a year’s  record  on  each  side.  The 
first  blank  is  filed  in  a transfer  case  for  possible  reference. 


Blank  No.  5. 

Form  706 


REFERENCE  TO  FOREMAN 


Original 


Mr 


Clock  No.. 


to  see  Mr.. 


Department. 


.for  position  No.. 


Rate. 


.To  begin  work.  Date. 


_a.  m. 

p.  m. 


EMPLOYMENT  DEPARTMENT 

He  is  not  satisfactory* * 

Reason  why  applicant  is  not  satisfactory: 


Signed.. 

Foreman 


*Note — If  the  applicant  IS  satisfactory,  cross  out  the  word  “not.” 
Date 191 

NOTE — This  blank  is  u«ed  in  duplicate. 


Blank  No.  5. — Reference  to  Foreman — Before  the  em- 
ployment supervisor,  after  weighing  the  data  on  Blanks 
3 and  4,  selects  a man  for  certain  work,  he  first  sends  him 
to  the  foreman  in  charge  of  that  work.  The  applicant  car- 
ries with  him,  in  an  envelope,  as  indicated.  Blank  No.  6. 
This  blank  as  here  reproduced,  is  self-explanatory,  its 
purpose  being  to  give  the  foreman  an  opportunity  to  ex- 
press his  opinion  on  the  qualifications  and  personality  of 
the  applicant.  Only  for  very  important  reasons  should 


15 


a man  be  hired  in  opposition  to  the  expressed  wishes  of 
the  foreman.  In  sueh  eases,  perhaps,  the  applieant  may  be 
sent  to  some  other  department,  or  he  may  be  hired  for  that 
department  if  in  the  judgment  of  the  employment  super- 
visor the  foreman’s  reasons  for  rejeeting  him  are  inade- 
quate. 

Blank  No.  6. 

Original 

EMPLOYMENT 

Office 
Factory 


Form  707 


TO  THE  PAYMASTER’S  DEPARTMENT: 


Please  enter  on  the  pay  roll  the  name  of 


Clock  No.. 


City  address 


Employed  as„ 


for  position  No.. 


in  the. 


.Department 


at  the  rate  of. 


Supenruor  of  ELmpbymenl 


Date 191 

NOTE — ^Thii  blank  u lued  in  duplicate. 

Blank  No.  6. — Employment — This  is  the  employment 
supervisor’s  notifieation  to  the  paymaster’s  department  that 
a new  name  is  to  be  placed  on  the  pay-roll.  It  is  self- 
explanatory.  In  case  the  employing  firm  or  corporation 
requires  its  employes  to  sign  an  agreement,  the  back  of 
this  blank  is  a good  place  for  it. 


16 


Blank  No.  7. 

Form  708  Original 

REPORT  ON  EMPLOYE 

Office 
Factory 

Name 

Clock  No. Dept Position  No 

Kind  of  work 

Deportment 

Special  ability  shown 


POSITIVES  SHOWN 


NEGATIVES  SHOWN 


Carefulness 

Courtesy 

Punctuality 

Accuracy 

Industry 

Memory 

Obedience 

Orderliness 

Cheerfulness 

Patience 


Carelessness 

Discourtesy 

Tardiness 

Inaccuracy 

Laziness 

Forgetfulness 

Disobedience 

Disorderliness 

Gloominess 

Impatience 


With  reference  to  this  man  I recommend:. 


Returned  to  you,  Date_ 
Reason 


a.  m. 
p.  m. 


All  tools,  tool  checks  and  other  articles  loaned  No., 
have  been  returned. 

Tool  Stock  Room  No By 

Signed 

Rate  approved  by 

Date 1 9 1 

NOTE — ^This  blank  i*  used  m duplicate. 


Storekeeper 


Foreman 


Superintendent 


Blank  No.  7. — Report  on  Employe — This  is  the  periodic 
report  blank  by  means  of  which  the  employment  depart- 
ment is  able  to  keep  the  periodic  record  on  the  reverse  of 
Blank  No.  4.  One  such  record  is  made  out^  when  required, 
for  each  employe,  from  the  highest  to  the  lowest.  Work- 
ers, foremen  and  superintendents  are  all  reported  in  ac- 
cordance with  the  method  in  vogue.  If  all  men  are  checked 
up  by  standard  efficiency  records,  furnished  by  the  effi- 
ciency department,  then  the  summarized  periodic  record 
secured  from  the  paymaster’s  department  goes  on  this 
blank. 


17 


If  there  are  no  effieiency  records,  then  the  foreman  may 
report  on  the  men  under  him,  the  superintendent  on  the 
foremen,  the  manager  on  the  superintendents. 

The  list  of  positives  and  negatives,  to  be  checked  by  the 
one  signing  the  report,  is  for  the  guidance  of  the  employ- 
ment supervisor  in  verifying  his  first  observation;  also  to 
give  him  the  data  for  determining  the  percentage  of  the 
employe’s  deportment.  By  deportment  here  is  meant  every- 
thing in  the  employe’s  behavior,  outside  of  actual  -work 
done,  that  affects  his  value  to  the  concern.  Foremen  and 
others  should  be  carefully  instructed  as  to  the  marking  of 
positives  and  negatives.  Some  of  these  checked  off  may 
be  manifested  much  more  strongly  than  others.  Let  these 
be  indicated  with  a double  or  even  a triple  check  mark. 
From  this,  and  from  the  general  report  of  the  signer  on  de- 
portment, it  will  be  easy  for  the  employment  supervisor, 


Blank  No.  8. 

Form  709  Original 

TRANSFER 

Office 
Factory 

PAYMASTER’S  DEPARTMENT: 

Please  | 

Clock  No.„_ 


From 

Department. 

To 

Deoartment 

of  wnric  fn  ....... 

Now  rate  Reginning 

a.  m. 

191 

New  Clock  No. 

p.  m. 

Foreman 

Approved: 

Superintendent 

Dale  _ 191. 

Supervisor  of  Employment 

NOTE — Thi$  blank  ii  used  in  duplicate. 

18 


or  even  an  intelligent  elerk_,  to  work  out  the  percentage. 
The  report  on  efficiency  is  more  complete  and  reliable. 

The  Report  on  Employe  blank  is  used  whenever  the  fore- 
man wishes  to  make  recommendations  of  any  nature  regard- 
ing a man.  He  may  wish  to  promote  the  man  in  his  own 
department,  transfer  him  to  another,  increase  or  cut  his 
rate  of  pay,  or  recommend  that  he  be  discharged.  This 
blank  is  also  used  as  a “quit-slip,”  when  the  tool  release 
has  been  signed  by  the  storekeeper. 

Blank  No.  8. — Transfer — This  notifies  the  paymaster — 
and  everyone  else  concerned — of  the  transfer  of  an  em- 
ploye from  one  department  to  another. 

The  foreman  releasing  a man  fills  in  his  name,  his  clock 
number,  position  number,  rate,  and  department  number, 
then  sends  it  to  the  receiving  foreman  who  fills  in  class  of 
work  transferred  to,  the  new  rate,  new  clock  number,  time 
he  wishes  the  transfer  to  become  effective,  signs  it,  has  it 
approved  by  the  superintendent,  and  forwards  it  to  the 
employment  supervisor  for  action. 


Blank  No.  9. 

Form  710 


NOTIFICATION 

Office 

Factory 


OriKinal 


PAYMASTER’S  DEPARTMENT: 

Please  pay  off  and  remove  from  pay  roll 

Name - Clock  No 

Address  _ 

Department-  Position  No 

Quit  work,  Date__  a.  m. 

p.  m. 

Tool  clearance__  


Signed. 


Supervisor  of  Employroeat 


Date. 191__ 

NOTE — This  blank  is  used  in  duplicate. 


19 


Blank  No.  9. — Notification — When  an  employe  is  re- 
turned by  a foreman  to  the  employment  department,  he 
should  have  the  right  of  explanation  to  the  employment  su- 
pervisor, who  may  be  able  to  adjust  the  difficulty  and  save 
a valuable  man  for  the  institution.  Sometimes  this  may  be 
done  by  persuading  the  foreman  to  give  the  employe 
another  trial.  Or  it  may  be  done  by  transferring  the  indi- 
vidual to  another  department.  When,  however,  the  em- 
ployment supervisor  sustains  the  judgment  of  the  foreman, 
the  notification  blank  is  sent  to  the  paymaster,  who  settles 
the  account  and  removes  the  man’s  name  from  the  roll. 

The  employment  department  should  enter  on  the  em- 
ploye’s record  the  information  concerning  his  resignation, 
transfer,  pay-off,  or  discharge,  as  the  case  may  be.  If 
the  employment  supervisor  selected  that  man,  it  will  be  of 
great  value  to  him  to  know  just  why  he  left. 

GENERAL  INSTRUCTIONS 

As  will  be  readily  seen,  the  most  important  of  all  these 
blanks  are  the  application,  analysis  and  record  blanks.  To 
them  all  the  others  are  contributory  or  subordinate.  The 
others  may  be  varied  to  suit  the  conditions  of  the  concern 
using  them.  But  they  are  not  unimportant.  The  employ- 
ment supervisor  should  see  that  they  are  regularly  filled 
out,  not  only  in  the  letter  but  in  the  spirit.  Each  of  them 
has  a purpose  in  the  Plan.  By  means  of  them  the  lines  of 
discipline  and  efficiency  will  be  kept  taut.  They  have 
been  devised  to  aid  the  employment  supervisor  in  keeping 
the  whole  organization  in  his  grasp.  To  permit  the  use  of 
any  of  these  forms  to  be  neglected  or  become  perfunctory 
is  to  slip  back  toward  the  old,  hit-or-miss,  unscientific  and 
prodigally  wasteful  methods  of  the  past. 


THE  HUMAN  ELEMENT  IN  BUSINESS. 

In  the  summer  of  1911,  a big  New  York  corporation  was 
losing  money.  It  was  doing  a larger  volume  of  business 
than  ever  before.  Prices  for  its  product  were  high  and 
going  higher.  All  conditions  seemed  favorable  to  generous 
profits.  But,  month  after  month,  its  balances  were  written 
in  red  ink. 

During  the  summer  of  1912,  this  same  corporation  had 
recouped  all  its  losses  and  was  paying  the  largest  dividends 
in  its  history.  The  seeming  miracle  was  wrought  by  a new 
general  manager.  The  human  element,  represented  by  one 
man,  was  more  potent  in  that  corporation’s  affairs  than  all 
other  factors  combined. 

Andrew  Carnegie  started  in  the  iron  and  steel  business 
long  after  his  competitors  had  grown  great  and  powerful. 
Yet  in  a few  years  he  had  outstripped  them  all.  And  all 
the  world  knows  he  did  it  by  gathering  the  right  kind  of 


20 


men  around  him.  He  and  hundreds  of  other  big  winners 
in  business  have  proved  that  the  human  element  is  the  all- 
important  faetor — that  men  can  control  conditions  and  shape 
circumstances  to  suit  their  purposes. 

The  converse  has  also  been  demonstrated  times  without 
number.  Conditions  may  be  right,  circumstances  favor- 
able, and  opportunity  almost  forcing  success  upon  an  insti- 
tution. Yet,  with  the  human  element  unfit  or  misfit,  failure 
is  inevitable. 

Knowledge  of  men,  then,  would  seem  to  be  the  first  and 
most  vital  qualification  for  success  in  an  employer.  And 
yet,  for  some  reason,  equipment,  materials,  markets  and 
processes  have  been  exhaustively  studied,  while  human  na- 
ture has  been  largely  neglected.  Here  is  the  most  potent 
cause  of  inefficiency,  inharmony,  discontent  and  even  mu- 
tiny and  rebellion  among  employes,  with  consequent  de- 
struction of  profits,  property  and  even  human  lives. 

“Welfare  work”  in  itself  will  not  solve  the  problem. 

An  employer  once  complained  to  me  that  he  had  spent 
several  thousands  of  dollars  upon  the  betterment  of  con- 
ditions for  his  workmen  and  that,  not  only  did  they  not 
appreciate  his  efforts,  but  they  showed  resentment.  They 
wanted  to  know  why  the  amount  had  not  been  added  to 
their  wages,  although  they  were  already  receiving  current 
rates  of  pay. 

What  was  the  trouble.^ 

A little  investigation  showed  that  it  was  in  the  unwise 
selection  of  men. 

IMPORTANCE  OF  EMPLOYMENT  SUPERVISOR 

The  employment  supervisor,  therefore,  deals  first  hand 
with  the  most  vital  factor  in  the  success  of  the  insti- 
tution. Upon  him  rests  responsibility  for  the  fitness  of 
the  human  element  out  of  which  the  business  structure 
must  be  built.  A fire-proof  edifice  cannot  be  constructed 
of  dry  pine.  An  organization  that  is  to  survive  the  stress 
of  competition  cannot  be  made  of  soft,  weak  human  mate- 
rial. As  the  employment  supervisor  judges  and  selects,  so 
will  the  institution  succeed. 

But  an  expert  employment  supervisor’s  opportunities  for 
good  do  not  stop  with  helping  the  institution  grow  and 
make  larger  profits.  He  should  be  both  examiner  and 
counsellor  of  men.  His  is  the  privilege  of  taking  men  who 
might  otherwise  be  all  their  lives  misfits  and  failures,  in- 
troducing them  to  their  work,  and  showing  them  how  to 
succeed  in  it.  It  is  also  his  task  and  pleasure  to  select 
men  who  are  not  only  adapted  to  their  duties,  but  of  such 
temperament  and  disposition  that  they  will  work  harmo- 
niously together  for  the  good  of  all. 

Contented  workers  produce  more  and  better  work  than 
unhappy  ones.  They  are  more  easily  managed.  This  has 
been  demonstrated  by  scientific  tests.  In  a large  factory 
employing  women,  it  was  observed  that  during  the  hours 
from  one  to  three  in  the  afternoon  production  was  at  its 


21 


lowest  ebb,  and  there  was  the  largest  percentage  of  spoiled 
work.  A large  and  beautiful  dining  room  and  social  hall 
was  built.  The  employes  were  given  a simple  but  appe- 
tizing and  nourishing  luncheon  at  small  tables  covered  with 
clean,  white  linen  and  equipped  with  tasteful  china  and 
silver.  After  luncheon  a half  hour  was  given  to  singing 
and  dancing.  Immediately  production  in  the  hours  men- 
tioned rose  to  normal  and  the  percentage  of  spoiled  work 
was  as  small  as  at  any  time  during  the  day. 

There  is  nothing  more  demoralizing  and  wasteful  than 
the  presence  of  trouble-makers  in  an  organization.  If  these 
chronic  agitators  and  disturbers  could  be  eliminated,  there 
would  be  fewer  strikes  and  less  labor  difficulty.  When  such 
people  find  that  they  can  be  detected  the  moment  they 
apply  for  work  or,  if  they  are  already  inside,  “spotted” 
as  soon  as  their  evil  activities  begin,  they  will  cease  to  be 
fomentors  of  strife  and  seek  a legitimate  outlet  for  their 
energies. 

Understanding  his  men,  the  employment  supervisor  will 
sympathize  with  them.  There  is  too  little  kindness,  too 
little  sympathy,  too  little  encouragement  in  the  world.  A 
great  deal  of  what  there  is  goes  to  waste  or,  worse,  is 
misdirected  through  lack  of  imderstanding. 

In  a large  institution  the  worker  is  liable  to  lose  his 
individuality  in  the  mass  and  become  a mere  cog  in  a ma- 
chine. This  is  another  form  of  human  waste.  A man’s 
value  to  his  employer  is  not  in  his  large  bones  and  muscles, 
his  weight-lifting  and  strenuous  physical  labor.  Human 
muscle-power  is  the  most  expensive  form  of  energy  used. 

A man  is  valuable  in  proportion  to  the  thought,  the  psy- 
chical inspiration  and  the  happiness  he  puts  into  his  labor. 
A man  doing  work  he  does  not  love,  lacks  enthusiasm, 
spontaneity,  interest  and  concentration — therefore  effi- 
ciency. Even  those  doing  work  for  which  they  are  well 
fitted  become  negative,  stale  and  flat  at  times.  The  em- 
ployment supervisor  should  be  a dynamo,  recharging  and 
reinvigorating  those  who  need  his  services.  If  he  under- 
stands the  nature  of  each  man — and  he  is  totally  unfit  for 
his  position  if  he  does  not — a look,  a friendly  word  of 
encouragement,  an  appreciative  smile,  will  inspire  them  to 
a conscious  and  successful  effort  to  do  more  and  better 
work. 

In  the  highest  sense,  an  industrial  or  commercial  insti- 
tution should  be  a school  where  men  and  women  learn  to 
live  through  useful  and  happy  effort.  Raw  human  material 
should  be  developed,  rendered  valuable,  and  utilized.  Ge- 
nius should  be  discovered  and  given  its  opportunity.  The 
employment  supervisor  should  therefore  be  an  educator. 
And  he  should  be  ever  alert  for  unusual  ability.  Many 
millions  of  dollars  are  lost  every  year  because  of  unutil- 
ized human  powers. 

REQUISITES  FOR  AN  EMPLOYMENT  SUPERVISOR 

Since  the  employment  supervisor  must  bear  such  heavy 
responsibilities,  his  qualifications  are  of  momentous  im- 


portance.  Certain  attributes  are  fundamental  and  indis- 
pensable. These  are: 

(1)  Teachableness.  A man  who  cannot  be  taught  is 
suffering  from  mental  anchylosis.  He  is  ossified  and  mum- 
mified, intellectually.  Of  doubtful  value  in  any  place,  he 
is  worthless  for  selecting  men. 

A teachable  man  has  a broad  outlook  on  life;  for  he 
daily  perceives  that  his  sum  of  knowledge  is  a mere  atom 
in  the  mass  of  what  may  be  learned.  He  knows 
that  new  discoveries  tomorrow  may  render  obsolete  the 
highest  wisdom  of  today.  Therefore  he  is  not  only  re- 
ceptive of,  but  eager  for,  more  and  more  truth. 

(2)  Love  of  Humanity.  Every  successful  horse-trainer 
or  dog-fancier  loves  animals.  There  are  no  exceptions. 
Likewise,  those  who  handle  men  successfully  love  humanity. 
Nor  do  I know  of  any  exception  to  this  law. 

Love  begets  love.  Hate  begets  hate.  Indifference  leaves 
others  indifferent. 

Love  is  constructive.  It  means  interest  in  the  welfare 
of  the  loved  one  and  desire  to  protect  liis  interests,  to  see 
him  grow  and  prosper. 

Hate  and  indifference  are  destructive.  They  cause  care- 
lessness and  hostility  toward  the  interests  of  their  object. 
They  even  lead  to  malicious  destruction  of  property  or 
life.  There  is  no  more  extravagant  human  waste  than  hate. 

(3)  Deliberate  Judgment.  To  be  a good  judge  of  men 
one  must  have  the  judicial  mind.  Sound  judgment  is  so 
rare  an  achievement  and  of  such  priceless  value  that  one 
should  be  always  definitely  on  guard  against  unsound  con- 
clusions. 

Unsound  judgments  are  of  four  kinds:  hasty,  mistaken, 
prejudiced  and  illogical. 

Hasty  judgments  are  made  without  taking  all  the  evi- 
dence into  consideration. 

Mistaken  judgments  rest  upon  apparent  facts  that  are 
not  facts.  They  are  the  result  of  incomplete  or  careless 
observation. 

Prejudiced  judgments  arise  from  giving  undue  weight 
to  some  of  the  evidence  and  holding  other  parts  of  it  too 
lightly.  They  are  most  often  due  to  personal  bias.  In 
judging  men  they  are  to  be  most  carefully  avoided. 

Illogical  judgments  are  due  to  unsound  processes  of  rea- 
soning in  drawing  conclusions  from  the  evidence. 

A good  employment  supervisor,  then,  must  be  calm,  delib- 
erate and  thorough  in  securing  his  facts.  He  must  be 
keen,  alert  and  painstaking  in  making  his  observations. 
Most  studiously  should  he  rid  himself  of  all  preconceived 
notions  and  prejudices.  Let  him  always  remember  that  he 
is  weighing  scientific  data  and  not  consulting  his  personal 
likes  and  dislikes.  Fallacious  reasoning  has  many  seduc- 
tive forms,  and  the  employment  supervisor  who  succeeds 
will  avoid  them  all.  Thorough  study  of  a good  text  book 
on  logic  will  aid  him.  In  any  mass  of  evidence  there  will 
be  some  apparent  contradictions.  They  are  never  real. 


23 


By  careful  checking  up  they  can  all  be  harmonized.  A 
reliable  judge  of  men  will  learn  to  do  this. 

In  order  to  reach  conclusions,  therefore,  the  employ- 
ment supervisor  must  himself  be  reliable,  deliberate,  sta- 
ble and  well-balanced. 

(4)  Keen  Observation.  An  atrocious  murder  was  com- 
mitted. Three  men  saw  it  done.  In  court  one  testified 
that  the  victim  was  struck  on  the  head  with  a club  and  thus 
killed.  The  second  declared  that  the  weapon  was  a huge 
knife.  The  third  said  it  was  an  axe.  The  third  witness 
was  right.  Yet  each  man  was  telling  the  truth  as  he  saw 
it.  The  first  had  seen  only  the  handle  of  the  axe.  The  sec- 
ond saw  the  blade.  The  third,  having  keener  observation, 
saw  both. 

So,  in  judging  men,  one  observer  will  see  only  a few  of 
the  good  qualities  in  a man  and  be  blind  to  his  deficiencies. 
Another  will  see  only  faults  and  weaknesses  and  overlook 
fine,  strong  points.  Both  are  right,  but  only  half  right.  A 
competent  observer  sees  both  positives  and  negatives. 

Everything  about  a man  is  significant  of  his  character. 
No  one  thing  tells  the  whole  story.  You  will  go  far  astray 
in  judgment  if  you  base  your  conclusions  upon  any  one 
point  that  you  cannot  verify. 

Keenness  of  observation  is  partly  inherent.  But  no 
matter  what  natural  endowments  you  may  have  they  must 
be  painstakingly  cultivated.  And  the  way  to  cultivate 
your  powers  of  observation  is  by  practice — practice — prac- 
tice, always  checking  up  and  verifying  your  deductions 
by  subsequent  behavior  of  the  men. 

(6)  Tactfulness  and  Faculty  of  Putting  Men  at  Ease. 
It  is  the  practice  of  some  employers  to  get  an  applicant 
before  them,  assume  a fierce  expression  and  “grill”  the 
poor  fellow  until  he  hardly  knows  his  own  name.  If  the 
victim  can  stand  this  “fire  and  brimstone”  test  sufficiently 
to  assert  that  he  is  the  right  man  for  the  place,  he  is  en- 
gaged. He  who  becomes  confused  and  makes  a weak  pre- 
sentation of  his  merits  is  rejected.  Could  bad  judgment 
and  inefficiency  go  farther? 

The  most  modest  man  is  often  the  most  capable  and 
easiest  to  manage.  And  a brazen-faced,  tough-nerved  indi- 
vidual is  skilled  in  deception  and  frequently  a trouble 
maker. 

If  a man  is  on  his  guard  against  you,  he  will  not  express 
his  true  character.  It  is  the  employment  supervisor  who 
has  the  rare  gift  of  a kindly,  friendly,  pleasing,  confidence- 
inspiring  personality  who  will  get  best  results,  both  in  ex- 
amining and  in  counselling  men. 

(6)  Knowledge  of  Human  Nature.  More  important 
than  all  other  requisites  is  knowledge  of  human  nature. 
Some  men  are  naturally  good  judges  of  men.  These  can 
easily  acquire  the  scientific  training  necessary  to  convert 
fairly  accurate  guesses  into  definite  knowledge.  Other 
men  are  inherently  poor  judges  of  men  and  no  amount  of 
training  will  make  them  expert.  They  can  improve  them- 


24 


selves  in  this  respect  but  always  will  they  be  mediocre.  Such 
men  are  unfitted  for  the  position  of  employment  super- 
visor even  though  they  rate  well  on  all  the  other  requisites. 

(7)  Knowledge  of  Qualifications  for  Work  to  he  Done. 
The  six  requisites  described  in  the  foregoing  are  inherent, 
fundamental,  and  indispensable.  They  depend  more  upon 
natural  endowment  than  upon  education.  Any  man  having 
them  in  goodly  degree  is  fairly  well  equipped  for  the  posi- 
tion of  employment  supervisor.  To  them,  however,  it  is 
wise  to  add  other  qualifications  by  study  and  training.  One 
of  these  is  a working  knowledge  of  the  essential  qualities 
required  in  men  for  each  class  of  work  in  the  institution 
which  he  serves.  It  may  be  learned  from  the  foremen  of 
the  different  departments.  This  method  applies  the  third 
principle  of  efficiency,  seeking  competent  counsel.  To  it, 
however,  it  would  be  well  to  add  a diligent  study  of  the 
work  to  be  done,  the  best  ways  of  doing  it,  and  the  require- 
ments for  doing  it  in  those  ways. 

ETHICS  AND  TECHNIQUE  OF  THE  WORK 

Applying  for  a position  is  an  important  event  in  the  life 
of  any  person.  It  may  be  epochal.  The  more  lowly  and 
unskilled  the  applicant,  oftentimes,  the  more  momentous 
is  the  occasion.  He  may  be  only  a few  scanty  meals  re- 
moved from  want.  To  fail  may  discourage  and  brutalize 
him  to  the  point  of  desperation  and  crime. 

An  offending  employe  once  exclaimed,  as  he  left  the 
office  of  his  superior,  “He  is  the  whitest  man  I ever 
knew !” 

“Did  he  reinstate  you?”  his  companions  inquired. 

“Reinstate  me!  No!  He  fired  me.  But  he  talked  to  me 
like  a father!” 

It  is  not  your  duty  to  employ  men  because  you  are  sorry 
for  them,  if  they  are  unfit.  But  the  ethics  of  your  position 
demand  that  you  send  the  rejected  applicant  away  more 
cheerful  and  more  encouraged  than  when  he  came  to  you. 
This  is  not  done  by  making  or  seeming  to  make  any  prom- 
ise you  do  not  intend  to  keep,  but  in  making  helpful  sug- 
gestions that  may  serve  him  well  elsewhere. 

HOW  TO  EXAMINE  APPLICANTS 

In  every  kind  of  work  best  results  are  secured  by  getting 
all  conditions  right.  There  is  a best  way  to  examine  appli- 
cants. 

Each  caller  should  be  received  alone,  by  the  supervisor 
in  a private  office.  It  is  desirable  to  have  a stenographer 
to  record  questions  asked  and  answers  given,  but  he  should 
be  unobtrusive  and  not  seem  to  be  reporting  the  conversa- 
tion. 

After  a pleasant  greeting,  the  applicant  should  be  given 
a chair  so  placed  that  the  light  will  fall  directly  upon  his 
face — not  such  strong  light  as  to  be  uncomfortable  for 
him,  but  enough  to  bring  out  the  color,  lines  and  expres- 
sions. The  examiner’s  face  should  be  turned  from  the 
light. 


25 


Putting  your  applicant  at  his  ease  with  a word  or  two, 
give  him  the  application  blank  to  fill  out  at  once.  This 
transfers  his  attention  from  himself  and  enables  you  to 
observe  him  without  his  realizing  that  you  are  doing  so. 
In  placing  the  blank  before  him,  you  should  stand,  prefer- 
ably at  his  right  side  and  a little  behind  him.  With  the 
point  of  your  pencil  indicate  to  him  which  questions  he  is 
to  answer.  While  you  are  doing  this  you  have  an  oppor- 
tunity to  look  directly  down  at  the  top  of  his  head,  to  ob- 
serve his  back-head,  neck  and  other  features  which,  as 
will  later  develop,  are  all-important. 

Having  made  these  observations,  you  may  resume  your 
seat  and,  in  a few  seconds,  check  up  your  Analysis  Blank. 
When  he  has  finished  writing,  and  you  have  completed 
your  inspection,  you  should,  in  a quiet  and  friendly  man- 
ner, ask  the  questions  outlined  in  the  Plan.  After  a little 
practice  you  will  be  able  to  ask  these  from  memory.  Then 
your  applicant  will  not  realize  that  jmu  are  following  a set 
form  for  a definite  purpose.  He  will  feel — and  ought  to 
feel — that  these  are  friendly  inquiries  and  not  tests  of  his 
character.  Having  memorized  your  questions,  you  can  also 
' give  full  attention  to  the  play  of  expression  on  his  fea- 
tures. 

After  all  the  data  has  been  obtained — which  need  not 
Y consume  more  than  ^n  or  fifteen  minutes — you  should 
know  whether  the  man  seems  fitted  for  any  position  you 
have  open  at  the  time.  The  more  experience  you  have,  the 
more  quickly  and  accurately  will  you  be  able  to  draw  your 
conclusions.  If  your  verdict  is  favorable  or  at  least  ten- 
tatively so,  give  the  applicant  the  Reference  to  Foreman 
blank,  send  him  to  his  prospective  foreman,  and  instruct 
him  to  return  to  you  at  a definite  time.  During  the  inter- 
val you  should  go  carefully  over  the  evidence,  determine, 
label  and  pigeonhole  the  man’s  character  and  qualifications 
in  your  consciousness  for  future  reference;  not  neglecting, 
of  course,  to  put  all  this  information  in  permanent  written 
form  and  file  it  where  it  will  be  readily  accessible. 

If  the  foreman’s  judgment  coincides  with  yours,  and 
you  decide  to  employ  the  man,  the  Employment  blank, 
notifying  the  pa;fmaster’s  department,  is  made  out.  He 
is  no  longer  an  applicant  but  an  employe.  He  is  now  defi- 
nitely under  your  care. 

I am  a firm  believer  in  the  good  intent  of  all  men. 
When  a man  applies  for  a position  he  is  in  a sense  making 
a new  start  in  life.  Perhaps  he  has  a deep  feeling  of  fail- 
ure. Things  may  not  have  turned  out  as  he  expected. 
Oftentimes  an  applicant  approaches  his  new  employer 
much  discouraged  and  sick  at  heart.  Or  he  may  be  deter- 
mined to  rectify  his  former  mistakes,  so  that  he  takes 
up  Iiis  new  work  in  high  spirits. 

Whatever  the  mental  condition  of  the  new  employe,  the 
employment  supervisor  will  see  that  he  starts  his  work  in 
the  right  attitude. 


20 


The  foreman  under  whom  the  new  man  is  to  work 
should  be  instructed  to  show  him  the  place  wdiere  he  is  to 
be  stationed,  his  machine,  desk,  or  whatever  equipment  he 
is  to  use.  The  foreman  should  also  make  him  feel  that  he 
will  be  received  courteously  and  kindly  by  his  superiors 
and  the  other  workers.  He  should  also  be  made  acquainted 
with  the  rules  of  the  place  and  what  is  expected  of  him. 
It  is  poor  practice  to  install  in  any  position  a man  who  is 
ignorant  of  its  requirements.  If  the  place  calls  for  unusual 
hours  or  special  sacrifices,  your  man  will  be  much  better 
satisfied  if  he  is  told  about  them  before  he  accepts  the 
position.  Then,  if  he  accepts,  he  is  much  more  likely  to 
continue.  If  he  is  allowed  to  go  in  blindly,  he  is  likely 
to  resolve  to  stay  only  until  he  can  do  better. 

The  rules,  requirements  and  ideals  of  an  organization 
should  be  set  forth  in  concise  language,  in  printed  form, 
and  posted  at  a number  of  prominent  places  throughout  the 
plant.  Applicants  should  see  these  before  they  are  ana- 
lyzed, and  each  man  should  be  given  a copj’'  when  he  is  ac- 
cepted as  an  employe. 

Adjustment  to  new  people  and  a new  place  is  always 
trying.  The  employment  supervisor  who  is  really  making 
the  most  of  his  opportunities  will  make  a practice  of  visit- 
ing each  new  man  shortly  after  he  has  been  installed. 
He  may  do  little  more  than  greet  the  man  by  name  and  give 
him  some  word  of  hearty  encouragement.  But  it  will  pay. 

I am  quite  aware  that,  in  a large  institution,  this  means 
work,  but  I do  not  advocate  as  competent  for  this  im- 
portant position  any  man  who  is  afraid  of  work. 

Finally,  the  employment  supervisor  should  make  all  the 
workers  in  his  institution  feel  that  he  is  their  friend  and 
helper  in  all  matters  pertaining  to  their  work  and  their  re- 
lation to  the  firm.  In  this  way  he  will  be  able  to  aid  them 
to  benefit  themselves  by  rendering  more  profitable  service 
to  the  concern.  And  he  may  easily  quench  many  sparks 
that  might  otherwise  burst  into  flames  of  discontent  and 
rebellion. 

AN  EFFICIENT  EMPLOYMENT  DEPARTMENT  SHOULD: 

1.  Number  all  positions  and  list  the  qualifications  for 

each. 

2.  Employ  and  discharge  help. 

3.  Make  recommendations  for  all  positions. 

4.  Secure  for  all  positions  the  very  best  obtainable  hu- 

man material. 

5.  Outline  re-adjustment  of  the  workers  already  em- 

ployed so  as  to  get  the  best  results. 

6.  Gradually  eliminate  the  unfit  and  place  those  retained 

where  they  will  be  the  least  objectionable. 

7.  Take  steps  to  secure  applications  from  desirable  men 

not  at  present  obtainable  or  particularly  needed: 

To  analyze  and  list  these  as  a reserve  or  source  of 

supply. 


27 


8.  Keep  accurate  records  of  the  deportment  and  per- 

formance of  every  man  as:  (a)  means  of  dealing 
with  the  man  himself,  (6)  as  a check  on  the  effi- 
ciency of  the  employment  department,  (c)  as  a 
means  of  determining  the  trend  of  the  whole  organ- 
ization. 

9.  Investigate,  consider  and  bring  up  for  adjustment  all 

cases  of  inefficiency,  discontent,  inharmony  and 
misunderstanding. 

10.  Taking  “competent  counsel,”  establish  a maximum 

wage  rate  for  each  position,  or,  secure  the  best 
human  material , obtainable  for  each  position  at  as 
low  a rate  as  possible  commensurate  with  justice  to 
employer  and  employe. 

11.  Systematically  make  known  the  ideals  of  the  organ- 

ization. 

12.  Make  known  to  each  worker  the  qualities  considered 

to  be  ideal  for  his  job — then  inspire  him  to  strive 
for  their  attainment. 

13.  Form  classes  among  executives,  superintendents  and 

foremen  for  inspiration,  suggestion,  and  instruc- 
tion as  to  scientific  methods  of  understanding  men. 

14.  Determine  and  render  available  as  far  as  possible  all 

the  latent  genius  and  special  abilities  of  employes. 
16.  Beginning  at  the  top,  endeavor  to  instil  into  every 
individual  the  “spirit  of  the  hive,”  the  desire  to 
co-operate,  to  **play  the  game.” 

16.  As  far  as  possible,  select  and  educate  understudies 
for  every  position  of  importance. 


READING  THE  EXTERNAL  SIGNS. 

Everything  about  a man  indicates  his  character.  The 
analysis  blank  is  arranged  to  aid  in  observing  and  record- 
ing all  the  essential  qualities  of  the  applicant.  The  fol- 
lowing paragraphs  will  suggest  what  these  indications 
mean. 

Handwriting. — ^When  a man  writes  his  name,  address 
and  other  items,  he  tells  far  more  about  himself  than  he 
thinks. 

Like  voice,  handwriting  is  an  expression  of  character. 

First,  a man’s  writing  shows  his  expertness  with  a pen. 
While  this  is  not  always  essential,  yet  well-trained  fingers 
show  at  least  latent  ability  to  handle  small  tools  of  any 
kind.  The  rapidity  with  which  he  fills  in  the  blank  will 
indicate,  to  some  degree,  the  applicant’s  quickness  of 
thought. 

Carelessness  and  slovenliness,  as  well  as  carefulness, 
neatness  and  deliberation,  will  show  themselves  in  hand- 
writing. 


28 


Small,  compact,  even  writing  is  indicative  of  a neat, 
modest,  conservative,  refined  nature. 

Large,  bold,  pretentious  letters  indicate  a frank,  self- 
assertive,  proud  nature. 

Hopeful,  buoyant,  optimistic  people  write  “up-hill.”  De- 
pressed, despondent,  pessimistic  natures  write  “down-hill.” 

Sharp,  angular  letters  indicate  energy  and  ambition ; 
round,  curved  letters  show  love  of  ease,  comfort  and 
pleasure. 

Connected  letters  and  words  are  written  by  people  of 
continuity  and  connectedness  of  thought.  Disconnected, 
disjointed  writing — letters  in  the  same  word  being  left  to 
stand  by  themselves — indicates  impulsiveness  and  a ten- 
dency to  jump  to  conclusions. 

Name  and  Address, — It  is  obviously  important  to  have 
the  applicant’s  name.  Aside  from  this,  there  is  much  “in  a 
name.”  Men  who  have  within  them  the  elements  of  great- 
ness incline  strongly  to  simple,  unpretentious  names — 
George  Washington,  Thomas  Jefferson,  Abraham  Lincoln. 
The  would-be  great  make  more  pretentions. 

If  the  section  of  the  city  or  of  the  country  whence  an 
applicant  comes  is  known,  he  can  be  classified  to  some  ex- 
tent by  his  address. 

Nationality  and  Religion. — However  much  we  wish  it 
otherwise,  race  and  national  prejudices  and  hatreds  are 
significant,  fundamental  and  stubborn  facts.  Even  those 
from  different  sections  of  the  same  country  are  often  antag- 
onistic and  will  not  work  well  together.  It  is  dangerous  to 
place  North  Italians  and  South  Italians  in  the  same  gang. 
Germans  and  Englishmen  do  not  harmonize  readily,  nor  do 
Irishmen  and  Negroes.  An  acquaintance  with  interna- 
tional affinities  and  enmities  will  be  a great  help  in  placing 
men. 

In  the  same  way,  and  for  the  same  reasons,  it  is  desir- 
able to  know  the  religion  of  the  applicant.  Roman  Cath- 
olics will  work  best  under  a foreman  of  their  own  belief. 

In  no  case  is  it  wise  to  place  in  charge  of  others  any 
man  who  makes  himself  obnoxious  because  of  his  intense 
religious  beliefs.  Both  national  feeling  and  religion  are 
products  of  the  emotions.  Emotions  when  aroused  are  like 
dynamite — dangerous  explosives. 

In  his  excellent  book,  “Motion  Study,”  Frank  B.  Gil- 
breth  says: 

“A  bond  of  sympathy  between  the  workmen  and  the 
people  who  are  to  occupy  the  edifice  upon  which  they  are 
working  will  also  increase  the  output.” 

Date  of  Birth. — Many  firms  make  it  a hard  and  fast 
rule  not  to  employ  men  beyond  a certain  age.  This  is  never 
wisdom.  Years,  as  we  have  seen,  are  not  always  the  test 
of  a man’s  age.  Youthfulness  is  of  the  spirit  and  is  not 
measured  by  calendars  and  birthdays.  The  man  who  looks 
young  for  his  years  is  usually  advancing.  He  who  looks 
older  than  he  should  is  slipping  backward. 


29 


Height  and  Weight. — The  height  and  weight  of  men  in 
connection  with  their  work  should  always  be  considered. 
In  this  connection,  Mr.  Gilbreth  says: 

“Size  of  men  with  relation  to  their  motions  has  much 
more  influence  than  is  usually  realized. 

“Short  men  are  usually  the  best  shovelers  where  the 
shovelful  need  not  be  raised  much  in  doing  the  work,  such 
as  in  mixing  mortar  and  concrete.  Few  foremen  realize 
that  this  is  because  a short  man  does  fewer  foot-pounds 
of  work  in  the  same  amount  of  shoveling.  On  the  other 
hand,  when  men  are  shoveling  in  a trench,  the  taller  the 
men,  usually,  the  more  output  per  man.” 

Much  stooping  or  bending  soon  fatigues  a tall  man. 
Reaching  for  things  beyond  his  height  is  tiresome  to  the 
short  man. 

The  tall  man,  with  long  legs,  will  cover  distances  or 
do  standing  work  well.  The  heavy,  vital  man  must  do  the 
bulk  of  his  work  while  sitting.  It  is  a great  mistake  to 
put  a heavy  man  in  work  that  requires  him  to  be  much  on 
his  feet,  unless  he  is  exceptionally  well-muscled. 

Single  or  Married. — Happily  married  men,  other  things 
being  equal,  do  the  best  work.  They  are  more  permanent. 
Bachelors  come  next.  The  man  with  serious  domestic 
trouble  is  least  efficient  and  least  satisfactory  of  all.  There- 
fore, in  selecting  men  for  important  positions,  it  is  an  es- 
sential to  know  something  of  their  domestic  relations. 
This  is  not  difficult,  by  indirect  methods,  if  the  examiner 
is  tactful  and  sympathetic.  A man’s  ambitions  for  his 
home  and  for  permanent  employment  throw  light  on  his 
family  relations.  The  man  may  be  single  yet  have  a large 
family  dependent  upon  him;  hence  the  next  inquiry. 

Former  Employment  Record. — If  the  man  has  been  em- 
ployed by  the  firm  before,  and  there  is  an  adequate  system 
of  records,  it  will  be  possible  to  learn  how  he  performed. 
Under  the  Blackford  Plan,  there  will  be  complete  data 
concerning  him.  In  the  absence  of  such  information, 
it  is  important  to  know  why  he  left  and  why  he  wishes  to 
return. 

Position  Wanted. — The  applicant  may  be  applying  for  a 
position  far  beneath  his  abilities — or  far  beyond  them. 
Or  he  may  be  applying  for  work  in  one  department  when 
his  talents  fit  him  especially  for  another.  The  examiner 
should  discover  such  errors  by  weighing  the  evidence  with 
the  requirements  of  the  position  in  mind. 

It  is  also  for  the  examiner  to  determine  whether  this  is 
a “temporary”  man  seeking  a permanent  position,  or  the 
reverse. 

Notification  in  Case  of  Emergency. — The  value  of  this 
information  is  obvious. 

Checking  Positives  and  Negatives. — When  the  applicant 
has  written  the  data  called  for  in  the  first  few  lines,  he  is 
instructed  how  to  check  the  positive  and  negative  qualities. 
He  is  to  be  kindly  and  pleasantly  informed  that  perfection 
is  not  expected  in  anyone  but  that  the  desire  is  to  know 


30 


in  what  points  he  falls  farthest  short  of  it;  also  his  strong- 
est qualities.  Explain  to  him  that,  if  he  is  frank  in  giving 
this  information,  it  will  be  possible  to  plaee  him  where  his 
positives  will  win  him  the  largest  profits  and  his  short- 
comings will  interfere  as  little  as  possible  with  his  success. 
Tell  him,  if  necessary,  what  each  one  of  the  positives  and 
negatives  mean. 

The  applicant  may  declare  that  he  doesn’t  know  whether 
he  is  positive  or  negative  on  the  points  indicated.  This 
shows  that  he  is  little  given  to  introspection  and  self-anal- 
ysis. Make  a mental  note  of  this.  Then  give  the  applicant 
such  assistance  as  is  needed  in  checking  the  list.  One  very 
good  way  is  to  draw  him  out  by  asking  specific  questions 
about  each  positive  and  negative.  This  also  helps  the 
applicant  to  get  better  acquainted  with  his  own  character. 

The  way  a man  checks  this  list  shows,  to  a certain  extent, 
how  honest  he  is  with  himself.  That  a man  should  credit 
himself  with  a positive,  when  all  the  other  indications  are 
that  he  is  usually  negative  on  that  point,  does  not  always 
mean  that  he  is  intentionally  dishonest.  The  same  man 
may  charge  himself  with  a negative  when  you  know,  by 
other  signs,  that  he  is  entitled  to  a positive.  These  dis- 
crepancies should  be  a valuable  guide  in  weighing  his  an- 
swers to  other  questions  and  in  estimating  his  tendencies 
and  worth. 

The  marks  an  applicant  makes  on  this  part  of  the  blank 
will  be  useful  to  the  employment  supervisor  for  months 
after  the  man  has  gone  to  work  in  the  institution.  As  his 
positives  and  negatives  must  manifest  themselves  in  his 
daily  work  and  conduct,  reference  to  this  list  will  confirm 
or  condemn  his  judgment  of  himself.  Here,  too,  will  be 
found  a most  convenient  basis  for  checking  up,  correcting 
and  establishing  an  estimate  of  the  man.  Constant  study 
of  this  data,  always  comparing  it  with  the  actual  perform- 
ance of  the  individual,  is  part  of  the  price  paid  for  in- 
creasing facility  and  accuracy  in  judging  men  and  women. 

STATE  OF  HEALTH 

Some  important  indications  of  good  health  are:  Clear, 
bright,  expressive  eyes;  clean,  wholesome-looking  mouth; 
red  lips;  animated  expression;  vibrant  voice;  alert  mus- 
cles; responsiveness  to  impressions.  In  good  health  the 
whole  body  and  mind  express  latent  energy  and  abundant 
life. 

Deficiency  in  health  shows  in  dull,  leaden,  listless  eyes; 
muddy,  jaundiced,  oily,  pimpled  or  irritated  skin;  de- 
cayed or  unclean  teeth;  sticky  saliva;  pale  or  pinched- 
looking  nostrils;  weary-acting  muscles;  slow  response  to 
impressions;  blue  finger  nails;  extreme  sallowness  or  ex- 
treme pallor;  intense  excitability  or  nervousness. 

The  eyes  indicate  mental  conditions. 

The  skin  shows  how  actively  the  eliminative  system  is 
working. 


31 


The  nose  is  an  index  of  the  capacity  and  condition  of 
the  lungs. 

The  mouth  reflects  the  strength  and  state  of  health  of 
the  digestive  tract. 

The  lips,  color  of  skin,  temperature  of  hands,  and  color 
of  finger-nails  are  manifestations  of  circulatory  power  or 
heart’s  action;  therefore  endurance. 

When  you  get  the  full  significance  of  instructions  in  this 
manual,  you  wiU  be  able  to  judge  a man’s  physical  defects 
and  strong  points  quite  as  accurately  as  the  average  phy- 
sician. A medical  examination  for  fitness  will  be  un- 
necessary. 

TEXTURE 

Texture  is  the  inherent  grain  or  fiber  of  the  individual. 
It  shows  his  degree  of  responsiveness  or  impressionability. 

Fine  hair  and  fine  skin,  well-formed,  balanced  and  sym- 
metrical features  indicate  a high  degree  of  responsiveness 
or  cultural  capacity.  Coarse  hair  and  coarse  skin,  ill- 
shapen,  disproportionate,  and  unsymmetrical  features  are 
indicative  of  a lesser  degree  of  responsiveness  and  cultural 
capacity. 

The  fine  textured  man  prefers  to  do  mental  work  or  to 
handle  light,  fine  materials.  Being  more  responsive,  he 
will  be  more  appreciative  of  beauty  in  all  its  phases,  and 
therefore  will  naturally  enjoy  work  that  gives  him  an  op- 
portunity to  create  or  handle  beautiful  things. 

The  coarse  textured  man  is  more  at  home  among  heavy, 
coarse  materials.  Being  less  responsive,  he  will  not  suffer 
keenly  if  required  to  work  in  unpleasant  or  unbeautiful 
surroundings. 


COLOR CHARACTERISTICS  OF  BRUNETTES 


Adhesive 

Steadfast 

Conservative 

Patient 

Serious-minded 

Dependable 


Strong  love  nature. 

Slow  to  anger — slow  to  recover. 

Slow  to  become  ill — slow  to  recover. 
Tendency  to  specialize. 
Disinclination  to  frequent  change. 
Sometimes  gloomy  and  resentful. 


Prefers  work  along  lines  of  production;  is  conservative 
rather  than  speculative;  is  economical  rather  than  wasteful. 


COLOR CHARACTERISTICS  OF  BLONDES 


Active 

Changeable 

Diffusive 

Impatient 


Quick  to  anger — quick  to  recover. 
Quick  to  become  ill — quick  to  recover. 
Often  wasteful. 

Variety  loving  in  work  or  play. 


Speculative  and  optimistic ; usually  mild  and  good- 
natured;  often  inventive;  like  to  conceive  the  idea  or  plan 
but  do  not  like  so  well  to  work  it  out. 

Blondes  usually  prefer  aggressive  work,  such  as  sales- 
manship and  advertising.  They  frequently  have  brilliant 


32 


imaginations,  with  a wealth  of  fine  ideas  which  they  seldom 
render  practical. 

It  is  convenient  to  express  the  degree  of  coloring  of 
your  applicant  on  the  Analysis  blank  in  numbers.  A hun- 
dred-point scale  enables  you  to  do  this: 

100 — Albino,  no  pigmentation,  white  hair  and  skin,  color- 
less eyes. 

90 — Flaxen  hair,  light  blue  eyes,  shell-pink  skin. 

80 — Golden  hair,  blue  eyes,  fair  skin. 

70 — Red  or  auburn  hair,  blue  or  gray  eyes,  freckles. 

60 — Light  brown  hair,  dark  blue  eyes,  tinted  skin. 

60 — Brown  or  black  hair,  gray  or  blue  eyes,  medium  skin, 

40 — Brown  hair,  light  brown  or  hazel  eyes,  medium  bru- 
nette skin. 

30 — Dark  brown  hair,  dark  brown  eyes,  brunette  skin. 

20 — Black  hair,  black  eyes,  olive  skin. 

10 — Brown  races,  yellow  races,  and  mulattoes. 

0 — Negroes  and  other  black  races. 

Between  the  two  extremes,  albino  and  negro,  are  all 
races  of  humanity.  The  albino  manifests  in  an  extreme 
degree  all  of  the  intense  characteristics  of  the  blonde.  He 
is  the  most  unstable  human  compound  known.  The  negro 
has  all  the  qualities  of  the  brunette  in  pronounced  form. 

The  more  nearly  a man  approaches  a balance,  as  repre- 
sented by  fifty  on  the  foregoing  scale,  the  more  are  these 
extreme  characteristics  modified. 


FORM 

Nature  has  placed  in  the  human  face  indicators  of  all 
the  internal  organs.  A man’s  state  of  health  and  natural 
forms  of  activity  may  therefore  be  easily  judged  by  learn- 
ing to  interpret  Nature’s  language. 

Brain  and  nervous  system  are  represented  in  the  face 
by  the  eyes;  lungs  by  the  nose;  digestive  organs  by  the 
mouth;  and  heart  by  the  chin. 

Any  feature  which  is  sharp,  prominent  or  convex  in 
form  indicates  that  its  corresponding  internal  organ  is 
positive  in  action  and  quick  in  response. 

Any  feature  which  is  blunt,  receding  and  concave  in 
form  indicates  that  its  corresponding  internal  organ  is 
passive  in  action  and  slow  in  response. 


APPLICATION  OF  THE  LAW  OF  FORM 


Eyes  . 


S Convex 
\ Concave 


Nose  .. 
Mouth  . 


Convex 

Concave 

Convex 

Concave 


Chin 


Convex 

Concave 


Keen  Perception 
Slow  Perception 

Active  Lungs 
Passive  Lungs 

Quick  Digestion 
Slow  Digestion 

Excitable  Heart 
Steady  Heart 


Quick  Thought 
Deliberate  Thought 

Positive  Energy 
Negative  Energy 

Negative  Vitality 
Positive  Vitality 

Negat’e  Endurance 
Positive  Endurance 


The  upper  portion  of  the  face,  that  is,  upward  from  a 
line  drawn  just  below  the  nose,  indicates  what  a man  is  in 


33 


thought.  Downward  from  this  line  indicates  what  he  is  in 
action. 

Thus,  a convex  upper  and  concave  lower  face  would  be 
quick  in  thought  but  rather  deliberate  in  action.  Concave 
upper  and  convex  lower  would  be  slow  in  thought  but  rapid 
in  action.  A man  of  this  type  makes  many  errors  because 
of  his  tendency  to  act  before  he  thinks.  When  repri- 
manded, he  usually  makes  the  very  characteristic  but  truth- 
ful reply,  “I  didn’t  think.” 

BODY  BUILD 

The  Mental  Type. — When  the  mental  element  is  pre- 
dominant, the  brain  and  nervous  system  are  most  active. 
This  is  indicated,  in  body  build,  by  high,  wide  forehead; 
tapering,  delicately  chiseled  features;  fine,  often  sparse 
hair;  face  wide  above  and  tapering  to  a pointed  chin; 
sloping  shoulders;  slight  build.,  with  small  bones  and  slen- 
der, compact  muscles7  andlrapid  movements. 

Persons  of  this  type  are  best  adapted  to  intellectual 
work.  If  they  do  physical  labor,  they  prefer  to  handle 
light,  delicate  articles  or  tools.  They  are  inclined  to  cler- 
ical work,  literature,  art,  education,  and  music. 

The  Motive  Type. — When  the  motive  element  predomi- 
nates, the  muscular  system  is  most  active ; the  body  is 
strong  and  athletic  in  build ; broad  and  square  at  the  shoul- 
ders and  tapering  downward  to  the  feet;  the  face  is  broad 
and  square  in  general  outline,  with  strong,  wide  chin  and 
jaw  and  prominent  cheek  bones;  the  feet  and  hands  are 
large ; and  the  whole  build  inclines  to  ruggedness  and  angu- 
larity. 

Men  of  this  type  love  the  open  air,  freedom,  activity 
and  physical  exercise.  They  are  creative  and  constructive, 
especially  along  material  lines. 

The  Vital  Type. — When  the  vital  element  is  pre- 
dominant, the  digestive  system  is  most  active;  the  body 
is  plump,  often  corpulent;  the  face  round  and  full;  the 
limDS  comparatively  short  and  large;  the  body  large  in 
the  middle  section  and  tapering  toward  head  and  feet, 
bodily  movements  are  slow. 

Those  of  the  vital  type  prefer  sedentary  work.  They 
incline  to  banking,  finance,  management  and  superintend- 
ence. Physical  exertion  is  usually  distasteful  to  them. 
They  are  especially  successful  in  handling  food  products. 
People  of  the  vital  type  are  often  judicial,  and  we  find 
them  on  the  bench,  practicing  law,  and  filling  executive 
positions. 

Capacity  of  Intellect. — Capacity  of  intellect  is  meas- 
ured by  the  height  and  breadth  of  the  forehead.  The 
higher  and  broader  the  forehead,  the  greater  the  intel- 
lectual capacity.  For  a balanced  measurement,  the  dis- 
tance from  the  hair  line  at  the  center  of  the  forehead  to 
the  root  of  the  nose  should  equal  one-half  the  distance 
from  temple  to  temple  across  the  middle  of  the  forehead. 


34 


A forehead  that  is  proportionately  higher  than  broad 
shows  capacity  to  concentrate  and  specialize  along  one 
line,  but  indicates  rather  narrow,  contracted  views.  A 
forehead  proportionately  broader  than  high  indicates 
breadth  of  vision  and  large  mental  grasp. 

Type  of  Intellect, — There  is  a natural  line  of  demarca- 
tion between  the  upper  and  lower  portions  of  the  fore- 
head. In  men  it  is  usually  more  easily  observed  than  in 
women. 

There  are  two  types  of  minds;  the  material,  observant, 
matter  of  fact,  practical  type;  and  the  imaginative,  thought- 
ful, speculative,  theoretical  type.  The  former  has  a fore- 
head most  prominent  at  the  brows,  receding  as  it  rises. 
The  latter’s  forehead  is  least  prominent  at  the  brows, 
gradually  expanding  and  widening  as  it  rises,  and  is  most 
fully  developed  in  its  upper  portion. 

For  work  requiring  quick,  keen,  accurate  observation, 
the  observant  type  should  be  chosen.  For  positions  involv- 
ing thought,  inventiveness  and  analysis,  the  thoughtful 
type  is  best. 

Face — Energy. — For  indications  of  energy  observe  the 
development  of  the  face  between  the  root  of  the  nose  and 
the  indenture  in  the  upper  lip  at  the  junction  of  nose  and 
lip.  A large  nose,  high  in  the  bridge,  Roman  or  aquiline; 
wide,  open  nostrils ; and  high  cheek  bones  are  all  indicative 
of  good  lung  capacity  and  activity;  therefore  physical 
energy.  Large  lung  capacity,  used,  aerates  the  blood, 
charging  it  with  oxygen.  A plentiful  supply  of  oxygen 
circulated  by  a strong  heart,  increases  combustion  in  the 
tissues  of  the  body,  thus  generating  an  abundance  of  poten- 
tial power,  or  energy.  The  energy  section  should  be  one- 
half  the  length  of  the  face  from  the  brows  down.  De- 
ficient development  in  this  section  shows  a tendency  to 
inertia  and  laziness. 

Face — Vitality. — Vitality  and  recuperative  power  are  in- 
dicated by  a well-shaped  mouth;  strong,  well-articulated 
teeth;  oval,  round  or  full  cheeks  outward  from  the  corners 
of  the  mouth.  Deficiency  in  this  region  shows  weak  vitality 
and  is  often  accompanied  by  a gloomy  disposition.  This  is 
the  second  section  of  the  face  and  should  be  one-half  the 
total  distance  from  the  juncture  of  the  upper  lip  and  nose 
to  just  beneath  the  point  of  the  chin. 

Face — Endurance. — The  third  section  of  the  face  extends 
from  the  indenture  in  the  lower  lip  to  beneath  the  chin. 
It  is  the  region  of  endurance  and  courage.  It  is  indicative 
of  the  strength  of  the  museular  and  motor  nerve  systems. 
From  it  may  be  measured  mental  and  physical  endurance. 
All  animals  that  are  strong,  powerful,  executive,  determined 
and  courageous  have  a strong  lower  j aw. 

As  man  ascends  in  the  scale  of  intelligence  and  develops 
the  ideal  and  spiritual  out  of  proportion  to  the  physical, 
we  find  the  size  of  the  chin  and  lower  jaw  decreasing. 

Strength  always  gives  courage,  fear  being  a result  of  the 
negative  weakness. 


35 


The  balanced  proportion  of  the  endurance  section  to  the 
rest  of  the  face  is  one-half  the  distance  from  the  indenture 
in  the  upper  lip  to  beneath  the  chin. 

HEAD  TYPE 

High  Heads  and  Low  Heads. — A high  head  is  one  whose 
longest  diameter  is  from  a point  midway  between  the  open- 
ings of  the  ears  directly  upward,  vertically,  to  the  crown. 
A low  head  is  one  whose  diameter  between  these  points  is 
short  in  proportion  to  the  length  and  width  of  the  head. 

High-headed  men  are  ambitious  and  aspiring.  They 
reach  upward.  They  have  high  ideals  of  right  and  justice. 
It  is  a significant  fact  that  men  who  accomplish  great  things 
and  who  uphold  lofty  ideals  are  men  with  high  heads.  In 
the  educational  world  there  are  few  successful  men  whose 
heads  are  not  high. 

Low-headed  men  are  less  aspiring.  They  may  have  ideals 
but  they  are  not  so  lofty  as  those  of  the  high-headed.  They 
are  often  ambitious  and  aspiring  in  a practical,  material 
way.  Low  heads  do  the  menial  and  coarser  work  of  the 
world. 

Long  Heads  and  Short  Heads. — By  a long  head  is  meant 
one  whose  longest  diameter,  proportionately,  is  from  the 
root  of  the  nose  in  front,  to  the  occipital  spine  in  the  back. 
A short  head  is  one  whose  measurements  between  these 
points  is  relatively  short. 

Long  heads  look  forward  into  the  future.  They  are 
ready  to  sacrifice  temporary  gain,  if  necessary,  for  greater 
benefit  “in  the  long  run.*’  They  are  business  builders  as 
well  as  business  getters. 

Short  heads  are  mindful  only  of  temporary  gain.  In 
business  this  type  is  intent  upon  grasping  everything  with- 
in reach  at  the  moment,  without  consideration  for  the 
future  consequences.  They  are  often  greedy,  selfish 
natures.  In  commercial  life  they  are  more  successful  as 
business  getters  than  business  builders. 

Narrow  Heads  and.  Wide  Heads. — As  a general  rule,  nar- 
row-headed men  and  animals  are  harmless.  They  are 
not  very  tenacious  of  life,  are  yielding,  mild,  easy-going, 
good-natured  and  not  over-energetic.  They  are  not  com- 
bative or  destructive,  and  usually  attain  success,  if  at  all, 
by  persistence  and  persuasion. 

Men  with  wide  heads  are  destructive,  resistant,  com- 
bative, grasping  and  selfish.  When  these  tendencies  are 
modified  by  great  development  of  the  finer  characteristics 
and  directed  into  proper  channels,  they  express  themselves 
with  energy  and  great  executive  ability.  The  cat,  the  tiger, 
and  the  Indian  are  all  examples  of  wide  heads.  All  are 
noted  for  their  resistance  to  attack  and  their  cruel,  destruc- 
tive natures. 

Square  Heads  and  Round  Heads. — The  distinguishing 
feature  of  a square  head  is  its  corners — corners  in  front 
and  corners  behind.  Square-headed  men  are  thoughtful, 
prudent  and  careful.  They  look  into  the  future  with  cau- 


se 


tion.  They  are  deliberate  in  forming  judgments.  As  a 
rule  they  are  “on  the  square.” 

Round-headed  men  are  careless,  impulsive,  and  some- 
times cunning.  They  rush  into  a situation  without  counting 
the  cost.  Rashness,  carelessness,  and  imprudence  are  their 
great  faults. 


HAND  TYPE 

Rigid  Hands  and  Flexible  Hands. — The  stiff,  rigid  hand 
which  cannot  be  readily  bent  back  indicates  a set,  decided 
nature.  A man  with  such  a hand  does  not  change  readily. 
He  cannot  be  easily  persuaded.  It  is  useless  to  try  to  drive 
him.  He  is  not  versatile.  He  prefers  one  line  of  work. 

Flexible  hands  accompany  pliable,  adaptable,  versatile 
natures. 

Hard,  Elastic,  Soft,  and  Flabby  Hands. — Hard  hands 
accompany  hard  heads  and  hard  hearts.  They  are  un- 
sympathetic, cold,  somewhat  dense,  unrefined  and  ener- 
getic. An  extremely  hard  hand  indicates  a cruel,  brutal 
nature. 

The  elastic  hand  is  the  desirable  one  in  consistency. 
It  has,  as  you  close  your  fingers  upon  it,  a feeling  of  spring- 
iness, of  life  and  resistance.  It  is  found  among  active 
men  and  women — those  who  not  only  talk  but  who  also 
act.  Elastic  hands  show  life,  energy,  push,  vim  and  vigor 
without  brutal,  driving  tendencies. 

Soft  hands  accompany  tender,  sympathetic,  yielding,  im- 
pressionable natures.  They  do  not  like  strenuous  physical 
labor  or  great  physical  hardship. 

The  extreme  of  the  soft  hand  is  the  flabby,  limp  type 
which  indicates  the  lazy,  idle,  worthless,  often  invalid 
and  complaining  nature,  who  lacks  the  physical  and  mental 
energy  to  accomplish  anything  worth  while. 

CONDITION  OF  BODY.  CONDITION  OF  DRESS 

Condition  of  body  and  dress  reveals  one’s  personal  habits. 
As  a general  rule,  a man  who  is  careless  and  slovenly  in 
his  dress  and  personal  appearance  will  be  loose  and  care- 
less in  his  business  dealings. 

A man  who  is  aspiring,  self-respecting,  approbative, 
orderly  and  idealistic  will  be  clean,  carefully  groomed 
and  dressed  in  clothing  selected  with  good  taste. 

The  coarse  braggart  wears  loud  colors,  contrasts,  extreme 
styles  and  elaborate  ornamentation  to  attract  attention. 

The  modest,  prudent,  unassuming  individual  will  select 
subdued  colors,  standard  styles  and  moderate  ornamenta- 
tion. 


WHAT  THE  QUESTIONS  WILL  BRING  OUT. 

“Caw  you  speak  any  foreign  language?  What?’* 

Where  many  different  nationalities  are  employed  it  is 
desirable  to  know  of  all  who  have  linguistic  ability. 

**Horv  much  time  have  you  lost  by  sickness  during  the  last 
five  years?  What  was  the  nature  of  your  illness?” 


37 


If  reply  to  this  question  shows  that  the  applicant  has 
been  ill  a great  deal^  inquiry  as  to  the  nature  and  date  of 
his  trouble  will  indicate  what  to  expect  in  the  future.  If 
his  sickness  has  been  mostly  in  the  earlier  part  of  the 
period,  or  has  been  typhoid  fever  or  other  infectious  or 
contagious  diseases,  the  record  does  not  stand  strongly 
against  him.  If,  on  the  other  hand,  he  has  been  repeatedly 
ill  .with  colds,  grip,  headaches  and  other  so-called  minor 
ailments  and  his  present  appearance  is  not  good,  his  vital 
resistance  is  low  and  he  will  probably  continue  to  fre- 
quent the  sick  list.  Chronic  functional  and  organic  diseases 
usually  promise  ill  for  the  future.  In  case,  however,  there 
has  been  a marked  improvement  and  the  applicant  has 
ceased  the  wrong  ways  of  living  that  cause  his  affliction, 
there  is  hope.  Other  conditions  being  right,  he  may  be  put 
to  work  at  some  temporary  job  and  kept  under  observation. 
Or  his  application  may  be  filed  and  his  health  record 
watched  for  a few  weeks  or  months. 

‘*In  what  places  have  you  lived?^^ 

This  query  brings  out,  indirectly,  the  man’s  stability. 
Care  should  be  taken,  however,  not  to  form  a prejudiced 
judgment.  If  your  applicant  is  of  the  restless  type  (blonde, 
convex  faced,  with  small  back-head  and  deficient  crown) 
and  has  lived  in  many  dift’erent  places,  you  will  be  disap- 
pointed if  you  expect  him  to  be  a permanent  part  of  your 
organization.  If  he  is  of  the  more  stable  type  (medium 
in  color  or  brunette,  balanced  or  concave  faced,  with  large 
back-head  and  good  crown)  and  has,  nevertheless,  moved 
frequently,  he  probably  prefers  permanency,  but  has  not 
“found  his  work.’’  If  he  is  otherwise  well  fitted,  and  you 
can  place  him  according  to  his  needs  and  abilities,  the  fact 
that  he  has  roved  a bit  should  not  weigh  too  heavily 
against  him. 

**What  position  do  you  now  hold?  Pay?  How  long  have 
you  been  so  engaged?  Why  do  you  wish  to  leave?  De- 
scribe two  positions  you  have  held  before  the  last  one, 
giving  time  and  reason  for  leaving.” 

The  three  last  positions  are  most  important.  If  your 
applicant’s  course  has  been  downward  rather  than  upward, 
questioning  should  reveal  the  cause.  He  may  have  been 
ill  and  discouraged.  He  may  have  temporarily  lost  his 
grip.  In  either  case,  he  needs  a mental  tonic.  It  is  your 
duty  to  administer  it.  You  may  save  a splendid  man  from 
going  to  waste.  Or  he  may  be  going  down-hill  because  of 
some  bad  habit.  It  is  your  duty  to  discover  which.  Every 
change  a man  makes  should  be  a step  upward  unless  there 
is  a very  good  reason  for  the  contrary.  Occasionally  a 
man,  realizing  that  he  is  in  the  wrong  place,  will  leave  a 
comparatively  advanced  position  in  one  line  of  work  to 
begin  at  the  bottom  of  a trade  or  profession  better  suited 
to  him.  Or  there  may  be  some  other  good  reason  that  in- 
quiry will  reveal. 

The  best  reason  for  leaving  a position  a man  can  give 


38 


is  that  he  outgrew  it,  that  there  was  “no  more  ladder”  for 
him  to  climb. 

Many  men  leave  places  because  they  want  better  pay. 
This  is  legitimate,  provided  they  are  capable  of  earning 
more  and  willing  to  give  the  necessary  service. 

Discharge  should  not  always  count  against  a man.  With 
unscientific  methods  of  selecting,  placing  and  handling 
men,  discharge  is  more  frequently  the  fault  of  the  manage- 
ment than  of  the  man.  It  is  often  the  case,  too,  that  a 
foreman  or  superintendent  is  too  short-sighted  to  appreciate 
the  value  of  a good  man. 

A case  in  point  comes  to  my  notice  as  I write.  A 
manager  had  a most  competent  private  secretary  and  con- 
fidential clerk  whom  he  had  been  training  for  eight  years. 
Because  the  secretary  drew  a fairly  large  salary  and  the 
institution  was  temporarily  short  of  ready  cash,  the  man- 
ager let  him  go.  The  young  man  immediately  secured  a 
better  position  with  a larger  concern.  And  the  manager 
had  to  begin  at  the  bottom  again,  training  a new  secretary. 

If  a man’s  answers  show  that  he  left  his  former  posi- 
tions on  account  of  unreasonable  discontent,  frivolous 
whims,  violent  temper  or  impulsive  haste,  he  is  a poor  in- 
vestment in  any  work  where  permanency  and  harmonious 
conditions  count. 

**What  education  and  training  have  you  had?  General? 

Technical?’* 

If  a man  reports  little  schooling  but  shows  that  he  has 
a well-disciplined,  trained  mind,  it  indicates  ambition  for 
advancement.  Other  things  being  favorable,  he  is  a “find.” 
Self-education  is  the  best  education.  Indeed,  I might  say 
that  it  is  the  only  education.  Schools  and  colleges  do  not 
educate — they  can  only  guide,  direct,  assist  and  inspire 
their  students  to  educate  themselves.  And  a man  who  edu- 
cates himself  without  all  that  guidance,  direction,  assist- 
ance of  bought-and-paid-for  inspiration  is  a big  man. 

On  the  other  hand,  our  schools  and  colleges  give  us 
much  good  timber,  and  there  are  many  positions  that  re- 
quire men  with  considerable  technical  training.  Look  out 
for  the  man  who  has  several  collegiate  degrees  and  yet 
applies  fpr  an  inferior  position.  He  is  deficient  in  some 
qualities  of  character.  He  may  lack  ambition,  initiative, 
courage  or  self-confidence.  Your  final  analysis  should 
determine  where  he  is  weak. 

**In  school  what  studies  did  you  like  best?  Least?” 

Answers  to  these  questions  should  promptly  discover 
whether  your  applicant  is  practical,  philosophical,  artistic 
or  romantic.  It  may  also  give  some  indications  of  his 
mental  industry  or  laziness.  The  practical  mind  likes  to 
deal  with  facts,  and  so  prefers  mathematics,  physics,  me- 
chanics, chemistry  and  biology.  The  philosophic  mind 
prefers  abstractions,  such  as  philosophy,  literature,  the- 
ology and,  in  lower  grades,  reading,  grammar,  rhetoric 
and  composition.  The  artistic  mind  loves  beauty  and  in- 
clines to  drawing,  painting,  music  and  gardening.  The 


39 


romantic  mind  loves  stories  and  people,  and  so  revels  in 
history,  poetry  and  perhaps  sociology,  economics  and  polit- 
ical science.  These  may  occur  in  combinations  of  any  two 
or  three.  Your  duty  is  to  discover  which  leads.  The 
practical  mind  does  things.  The  philosophical  mind  finds 
out  causes  and  effects  and  evolves  theories.  The  artistic 
mind  creates  beauty.  And  the  romantic  mind  deals  suc- 
cessfully with  people.  Some  studies  in  school  are  noto- 
riously “easy.”  Others  are  “hard.”  A mentally  lazy  per- 
son always  prefers  the  “easy”  ones. 

”What  do  you  readV* 

In  response  to  this  inquiry,  your  applicant  reveals  the 
direction  of  his  interest  and  mental  life.  It  may  show 
that  he  delves  into  the  practical  side  of  electricity,  loves 
animals,  is  enthusiastic  over  agriculture,  or  spends  hours 
perusing  works  on  machine  work  and  shop  practice.  Or 
it  may  turn  out  that  he  rarely  if  ever  reads,  but  puts  in 
all  his  spare  time  experimenting  with  some  hoped-for 
invention.  Again,  your  applicant’s  reading  will  probably 
tell  you  whether  he  is  studious  and  ambitious  or  reads 
merely  for  entertainment.  Excessive  story  and  novel  read- 
ing usually  indicates  mental  dissipation. 

Reading  the  headlines  of  a newspaper  for  all  current 
news  shows  interest  in  affairs  generally — an  intelligent  de- 
sire to  keep  abreast  of  the  times.  The  man  who  turns  first  to 
the  sporting  page  is  either  a lover  of  athletics  or  has 
sporting  tendencies.  Further  inquiry  should  reveal  which. 
Prime  interest  in  the  financial  page  may  show  either  that 
your  man  is  a money-saver  and  watches  for  opportunities 
of  safe  investment  or  that  he  is  a speculator.  Find  which. 
To  read  the  editorials  first  indicates  thoughtfulness  and  a 
deep  interest  in  the  problems  of  the  day.  He  who  gloats 
over  news  of  crime  and  death  is  neurotic,  degenerate  and 
has  a filthy  mind. 

**What  kind  of  work  do  you  like  best?  If  you  could  have 

any  position  you  wished  for,  what  would  it  be?** 

By  this  time  you  should  have  your  applicant  thoroughly 
at  his  ease  and  should  have  his  fullest  confidence,  and 
be  able  to  talk  with  him  about  his  dearest  ambitions.  A 
man’s  ideal  is  the  most  important  thing  about  him.  It 
does  more  to  determine  his  value  and  ultimate  success 
than  any  other  one  element  in  his  character.  Yet  you 
must  be  on  guard  in  seeking  to  know  a man’s  ideals.  If 
a man  tells  you  of  his  Great  Ambition,  but  applies  for  a 
position  that  does  not  lead  towards  it,  there  is  a discrepancy. 
Find  it.  Remember  that  there  is  a vast  difference  between 
mere  limp  wishing  and  strong,  definite  purpose.  Occasion- 
ally a man  seeks  a position  seemingly  inconsistent  with  his 
ideals,  but  really  bearing  directly  upon  their  realization.  I 
once  knew  a man  who  was  ambitious  to  push  to  the  top  as 
a writer  on  economics  for  business  men.  To  that  end  he 
sought  a position  as  salesman  that  he  might  get  into  closer 
and  more  intimate  touch  with  business  men.  If  the  sales 
manager  to  whom  he  applied  had  known  that  he  was  not 


40 


seeking  for  a permanent  position,  it  might  have  made  him 
hesitate  to  spend  the  time  and  money  necessary  to  train 
and  prepare  him  for  his  work. 

there  anything  you  would  rather  have  than  moneyf 
What?  What  besides  pay  is  important  to  you  in  a job?** 
A man  whose  highest  ambition  is  money  is  likely  to 
hold  the  dollar  so  close  to  his  eye  that  he  cannot  see  the 
ten  dollar  bill  at  arm’s  length.  Usually  his  passion  for 
mere  gain  is  so  strong  that  he  will  sacrifice  large  future 
profits  for  smaller  immediate  winnings.  Such  a man  is 
therefore  likely  to  leave  at  a moment’s  notice  if  a dollar 
more  seems  in  view  elsewhere.  He  may  be  expected  to 
connive  to  obtain  money  from  other  sources  than  his  wages 
or  salary — and  perhaps  to  the  detriment  of  his  employers. 
If  he  is  also  imprudent,  he  will  probably  be  one  of  the 
first  to  join  a strike  movement  for  the  sake  of  a possible 
few  cents  more  a week.  On  the  other  hand,  when  a man 
says  he  would  rather  have  a good  conscience,  health,  love 
or  honor,  or  all  of  them,  than  money,  he  gives  you  valuable 
information  as  to  how  he  may  be  best  handled.  Men  and 
women  are  always  most  easily  influenced,  persuaded  and 
inspired  by  appealing  to  their  strongest  motives.  One  of 
your  ambitions,  as  employment  supervisor,  is  to  fill  prac- 
tically all  positions  with  men  who  will  grow;  and  men 
grow  as  their  ideals  are  lifted  and  stimulated. 

** According  to  your  observation,  by  what  methods  is  ad- 
vancement generally  won?** 

Of  course,  the  right  answer  to  this  is  “by  merit,’’  or 
“by  rendering  better  and  better  service.’’  If,  therefore, 
your  applicant  says  that  he  thinks  advancement  is  gen- 
erally won  by  seniority  in  service  or  by  “pull”  alone,  one 
of  two  things  may  be  true:  Either  he  has  been  working 
in  organizations  where  men  are  advanced  on  such  consider- 
ations, or  he  is  a malcontent  and  inclined  to  throw  the 
blame  for  his  own  failure  on  anyone  but  himself.  A 
little  questioning  will  bring  out  the  truth.  There  is  a 
lesson  here  for  your  own  organization.  If  men  know  that 
advancement  will  come  to  them  through  length  of  service 
only,  or  through  “influence,”  they  are  unlikely  to  develop 
high  personal  merit.  Therefore  the  firm  using  those  meth- 
ods cannot  hope  to  build  an  efficient  organization. 

^'Through  what  means  do  you  hope  to  secure  advancement?** 
Personal  worth,  skill,  efficient  service,  and  a genuine 
enthusiasm  for  the  concern’s  business  are  desirable  answers 
to  this  question.  An  occasional  applicant  may  say  that 
he  expects,  in  addition  to  these,  to  use  skill  in  selling  his 
services.  This  may  usually  be  taken  as  an  indication  of 
self-confidence,  ambition  and  mental  vigor. 

*^What,  if  anything,  are  you  doing  to  improve  yourself?** 
When  a man  has  ceased  to  make  conscious  effort  to  im- 
prove himself  he  has  ceased  to  grow.  He  has  therefore 
reached  his  maximum  value.  He  must  therefore  be  em- 
ployed, if  at  all,  on  the  basis  of  his  present  worth,  not  his 
future  possibilities.  As  a general  rule,  the  more  definite 


41 


and  systematic  a man  is  in  his  effort  for  self-improvement, 
the  more  certain  and  rapid  will  be  his  progress.  You 
should  be  on  your  guard,  however,  in  weighing  replies  to 
this  question.  There  is  a class  of  individuals  who  are 
fanatics  on  self-improvement,  taking  one  “course”  after 
another — or  perhaps  going  almost  daft  over  some 
particular  method.  They  learn  the  mere  mechanics 
of  self-improvement.  They  may  be  able  to  reel  off 

glibly  all  the  “laws  of  success.”  But  the  methods  and 
laws  have  never  truly  gripped  their  souls.  They  have 
never  really  applied  them.  They  may  be  excellent  for 
some  kinds  of  work — other  indications  will  show.  But 
they  are  not  truly  growing.  In  this  connection,  also,  it 
is  well  to  remember  that  years  are  not  a true  indication  of 
age.  I have  seen  men  of  sixty  who  were  full  of  the  spirit 
of  youth  and  growth.  And  I have  known  boys  of  eighteen 
whose  minds  had  absolutely  ceased  to  develop.  Watch  the 
man’s  eyes.  Their  expression  tells  his  true  age. 

"Can  you  manage  people  well?  State  the  evidence.” 

This  question  enables  the  examiner  to  draw  out  the 
applicant  on  his  ideas  of  management.  It  also  may  furnish 
interesting  data  on  his  manageableness.  My  observation 
is  that  the  worst  managers  often  imagine  themselves  among 
the  best.  This  is  especially  true  of  the  harsh,  driving, 
brow-beating  type.  On  the  other  hand,  because  of  modesty 
or  inexperience,  an  applicant  may  reply  that  he  cannot 
manage  people  well — or  has  never  tried — when  all  other 
evidence  shows  that  he  has  large  latent  capacity  for 
handling  men.  So,  as  a rule,  the  answer  to  this  question 
will  reveal  only  a little  directly,  but  perhaps  much  by 
inference. 

*^How  many  times  have  you  lost  your  temper  during  the 
last  year?”  **What  were  the  causes?”  **What  did  you  do?” 
Self-control  is  a most  desirable  quality,  but  a spiritless 
man  has  little  force  of  character.  If  a man  tells  you  that 
he  used  to  be  very  quick  tempered  but  seldom  grows  angry 
now,  and  you  have  reason  to  believe  him,  you  may  safely 
assume  that  he  is  gaining  in  self-control.  A man  who  has 
never  been  given  to  anger  may  be  deficient  in  some  way. 
Weigh  him  carefully.  Righteous  indignation  is  not  only 
excusable  but  desirable  at  times.  A friend  of  mine  was 
once  attacked  on  the  street  by  a brawler.  One  of  his 
employes  happened  to  be  with  him.  The  latter’s  wrath  was 
magnificent.  It  was  with  great  difficulty  that  my  friend 
restrained  him  from  administering  a terrific  beating  to  the 
brawler.  His  indignation  arose  from  his  intense  loyalty. 
Find  out  when  and  why  your  applicant  gets  angry,  and 
what  he  does.  Beware  of  the  “hair-trigger”  fellow  who 
is  quick  to  imagine  some  grievance  and  “fly  off  the  handle” 
about  it.  If,  on  account  of  superior  abilities — which  he  is 
quite  nkely  to  have — you  employ  him  at  all,  be  sure  to 
place  him  under  an  executive  who  understands  and  loves 
men  unusually  well,  and  with  associates  who  are  most  likely 
to  be  congenial. 


42 


*^Can  you  take  a joke  on  yourself?*^  **Joke  others?” 

A sense  of  humor  is  a saving  grace.  It  lubricates  all  the 
relationships  of  life.  It  is  also  a guarantee  of  sanity. 
The  man  who  is  willing  to  take  what  he  gives  has  the 
disposition  to  “play  the  game.”  He  can  be  relied  upon 
in  an  emergency.  Buffetings  and  hardships  are  not  likely 
to  down  him.  His  merry  laugh  will  save  many  a difficult 
situation. 

**Do  you  like  to  he  with  people?”  *‘Which  sex?” 

Dislike  of  contact  with  people  greatly  limits  one’s  use- 
fulness, no  matter  how  great  one’s  abilities.  In  almost  all 
kinds  of  work,  love  of  one’s  fellows  and  desire  to  be  with 
them  are  indispensable.  Too  great  sociability  may  lead  to 
visiting  and  neglect  of  duty  during  working  hours,  but  a 
good  manager  or  foreman  can  control  this  by  keeping  his 
men  intensely  interested  in  the  game  of  production.  There 
is  much,  too,  in  putting  the  right  people  together.  Find 
out  whether  your  applicant  works  better  with  women  than 
with  men.  The  presence  of  those  of  the  opposite  sex  seems 
necessary  to  stimulate  some  people  to  their  best  efforts. 
This  applies  to  women  as  well  as  men. 

**How  many  intimate  friends  have  you?” 

A man  who  knows  many  people  but  has  few  or  no  inti- 
mate friends  has  attractive  qualities  but  lacks  constancy. 
He  may  excel  in  some  kinds  of  salesmanship  or  occupations 
which  require  him  to  see  only  occasionally  those  with  whom 
he  must  deal.  A man  who  has  many  friends  in  comparison 
with  the  number  of  his  acquaintances  usually  has  very  ad- 
hesive, stable  qualities. 

**Do  you  make  acquaintances  readily?” 

There  are  some  types  who  are  excellent  “mixers”  and 
who  make  acquaintances  very  readily  but  who  make  very 
few  close  friends  and  who  really  care  very  little  for  others 
in  a genuine  way.  They  are  friendly  from  motives  of 
policy,  not  sentiment. 

ALL  QUESTIONS  NOT  ALWAYS  USED 

Of  course  it  is  obvious  to  any  intelligent  person  that  all 
these  questions  are  by  no  means  applicable  to  every  indi- 
vidual. These  blanks  have  been  prepared  for  the  broadest 
possible  use,  from  the  engagement  of  a general  manager 
down  to  the  hiring  of  a common  workman  for  two  or  three 
days’  temporary  work.  The  more  important  the  position 
the  applicant  seeks,  the  more  minute  and  thorough  should 
be  his  examination  and  analysis.  Just  which  questions 
should  be  asked  and  which  omitted  in  each  case  is  left  to 
the  discretion  of  the  employment  supervisor. 

HOW  TO  CHECK  UP  AND  COMPARE  DATA 

In  your  function  of  employment  supervisor  and  examiner 
you  sit  as  a judge.  You  are  weighing  evidence  and  de- 
ducting conclusions  from  it.  Like  an  impartial  court,  you 
consider  only  the  facts  and  the  laws  governing  them.  Your 


43 


prejudices  do  not  influence  you.  You  do  not  jump  at 
conclusions  not  warranted  by  the  evidence. 

Your  facts  consist  of  observations  of  external  signs  in 
the  body  and  clothing  of  the  applicant,  plus  his  answers 
to  certain  questions.  Laws  governing  these  have  been  out- 
lined in  the  foregoing  pages.  Your  task  is  to  weigh  them 
in  the  light  of  these  laws,  and  from  the  two  deduce  a 
definite,  practical  conclusion  as  to  the  qualifications  and 
possibilities  of  the  applicant. 

A few  suggestions  will  aid  you  in  making  deductions. 

First,  bear  in  mind  that  any  marked  characteristic  shows 
itself  in  many  ways.  It  is  therefore  never  safe  to  assume 
that  an  applicant  possesses  any  quality  in  strong  degree  if 
there  is  only  one  indication  of  it. 

Second,  remember  always  that  no  indication  should  be 
misleading.  Nature  is  orderly  in  her  ways — her  laws  are 
exact.  Dawn  is  always  an  indication  of  sunrise.  But  the 
effects  of  the  sunrise  are  quite  different  when  the  sky  is 
overcast  with  heavy  clouds  from  what  they  are  when  the 
sky  is  clear.  Just  so,  every  sign  used  in  human  analysis 
must  be  interpreted  with  reference  to  other  signs  present  in 
the  individual. 

Third,  in  judging  character  as  in  judging  cases  at  the 
bar  of  justice,  decisions  must  always  be  based  upon  a 
preponderance  of  evidence.  Any  feature  or  sign  of  extreme 
type  will  counterbalance  several  modifying  signs  of  only 
moderate  type.  For  example,  a prominent  nose,  high  in 
the  bridge,  is  an  indication  of  energy — always.  But  bad 
health  is  an  indication  of  deficient  energy.  So  is  a soft 
hand.  All  three  may  occur  in  the  same  individual.  (Never 
forget  that  any  combination  of  signs  is  possible.)  An  ex- 
treme development  of  the  energy  section  of  a face,  however, 
will  indicate  considerable  energy,  even  if  health  is  only  fair 
and  the  hands  somewhat  soft.  Similarly,  if  all  indications 
but  one  or  two  agree,  the  modification  effected  by.  these  will 
be  comparatively  slight. 

Fourth,  there  are  no  real  contradictions  in  nature.  What 
seem  to  be  such  are  only  apparent  and  can  always  be 
reconciled  by  careful  observation  and  study.  In  case  of  a 
seeming  contradiction,  make  sure  that  there  has  been  no 
mistake  in  data.  Suppose  you  have  checked  your  applicant’s 
head  as  square,  and  then  find  him  showing  many  signs  of 
carelessness.  Look  at  his  head  again.  Perhaps  you  will 
find,  upon  a closer  examination,  that  it  is  round.  If  you 
do  find  it  square,  then  check  over  carefully  the  other  data, 
until  you  locate  the  cause  for  his  seeming  carelessness.  It 
may  arise  from  temporary  weakness  or  discouragement. 

SAMPLE  DEDUCTIONS CARELESSNESS 

That  you  may  have  a model  for  work  in  deducing  char- 
acter from  the  data  on  the  application  blank,  I give  here 
a few  sample  deductions.  The  same  methods  should  be 
employed  in  checking  up  and  comparing  data  on  all  other 
qualities. 


44 


Suppose  the  applicant  has  checked  himself  as  “Careful” 
on  the  list  of  positives  and  negatives.  And  suppose  the 
position  he  seeks  is  one  demanding  great  carefulness.  How 
are  you  to  know  whether  or  not  he  has  checked  himself 
accurately  in  this.^ 

First  examine  his  handwriting.  If  it  is  neat,  even  and 
compact,  it  confirms  his  judgment  of  himself.  But  if  it 
is  slovenly,  sprawling,  blotted  and  smudged,  all  are  signif- 
icant of  carelessness.  Next  consider  his  health.  It  is  ex- 
uberant. He  would  therefore  not  be  careless  on  account  of 
pain  or  listlessness. 

A look  at  form  shows  that  he  has  concave  upper  face 
and  convex  lower.  This  indicates  that  he  will  act  before 
he  thinks;  therefore  be  careless.  His  head  type  is  high, 
short,  wide  and  round.  This  is  the  strongest  indication  of 
all  that  he  is  impulsive,  thoughtless,  aggressive  and  care- 
less. The  condition  of  his  person  and  his  clothing  adds 
another  strong  link  to  the  jchain  of  evidence.  He  is  ill- 
groomed  and  his  clothing  sadly  needs  brushing  and  press- 
ing. 

His  hand  type  shows  short  fingers,  which  are  impatient 
of  detail — therefore  careless  with  it. 

By  this  time  it  is  fairly  well  established  that  the  applicant 
is  a very  careless  fellow.  However,  to  give  him  every  pos- 
sible chance,  ask  him  the  questions  on  the  reverse  side  of 
the  application  blank. 

His  replies  are  hasty  and  ill-considered,  he  makes  several 
errors  in  pronunciation  and  grammar,  and  has  a careless 
offhand  air.  These  things  hasten  the  verdict,  careless,  and 
it  is  not  surprising  to  learn  that  he  left  two  of  his  former 
positions  because  of  “accidents”  in  his  work.  We  conclude 
that  the  man  is  really  very  careless,  and  either  reject  his 
application  or  put  him  to  work  where  carefulness  is  not 
imperative. 


ENERGY 

In  examining  for  energy,  consider  the  handwriting.  If 
it  is  sharp  and  angular  in  formation,  energy  is  shown. 
State  of  health  comes  next.  While  good  health  does  not 
always  connote  energy,  it  is  not  usual  to  find  much  energy 
with  poor  health. 

A convex  nose,  wide  head  and  good  development  of  the 
energy  section  of  the  face  are  the  best  indications  of 
energy.  Certain  forms  of  energy  are  shown  in  the  high 
head;  other  forms  in  the  wide  head. 

An  elastic  hand  is  another  good  indication. 

In  replying  to  questions,  a man  may  show  that  he  has 
successfully  held  positions  requiring  great  energy,  receiving 
good  pay,  and  remaining  until  he  resigned  to  take  better 
ones.  Such  evidence  is  valuable. 

A man  of  energy  may  have  done  a good  deal  of  self- 
education.  If  he  is  studious,  energy  will  incline  him  to 
the  harder  studies. 


45 


CHEERFULNESS 


Cheerfulness  shows  itself  in  the  optimistic,  “up  hill” 
slant  of  the  handwriting,  in  good  health,  in  blonde  color- 
ing, in  the  habitual  expression  of  the  face,  in  manner,  in 
a belief  that  merit  wins  advancement  and,  to  a certain  ex- 
tent, in  ability  to  take  a joke  and  joke  others.  In  watching 
expression  for  cheerfulness,  do  not  be  deceived  by  tran- 
sient moods.  Look  for  the  drooping  lines  left  by  gloom 
and  anxiety,  or  the  up-turned  lines  of  consistent  hopefulness 
and  optimism.  These  are  best  judged  when  the  face  is  at 
rest. 

HONESTY 

Honesty  is  seen  first  in  the  frank,  steady,  open  expres- 
sion of  the  eye.  Next,  there  is  some  indication  in  the  way 
the  applicant  checks  his  own  positives  or  negatives.  Look 
at  the  head-type.  If  it  is  high  and  square,  the  chances  for 
honesty  are  good.  A frank,  straightforward  but  prudent 
manner  of  answering  questions,  even  admitting  facts  that 
might  be  detrimental,  are  marks  of  honesty.  Bear  in  mind, 
however,  that  there  is  a difference  between  frankness  and 
bravado.  The  latter  is  often  assumed  for  concealment. 
Some  men  are  clever  actors,  so  this  indication  must  be 
carefully  checked  up  with  others  before  acceptance. 

The  applicant’s  ideas  about  how  advancement  is  to  be 
gained,  his  ambitions,  whether  or  not  he  would  rather  have 
a good  conscience  than  money,  and  what  he  reads  will  all 
have  a bearing  upon  the  question  of  his  honesty. 

Honesty  is  a complex  virtue — much  more  so  than  is  com- 
monly supposed.  Good  intentions  are  not  a guarantee  of 
honesty.  There  must  also  be  an  appreciation  of  values, 
a strong  sense  of  justice,  some  financial  ability,  and  suf- 
ficient will  power  to  withstand  temptation. 

MEMORY 

Memory  depends  upon  good  health,  intelligence,  keen 
observation,  and  above  all  on  the  interest  taken  in  the 
things  to  be  remembered.  The  normal  memory,  be  it  ever 
so  “poor,”  never  forgets  that  in  which  it  is  intensely  inter- 
ested. Therefore,  in  examining  the  applicant  for  memory, 
first  note  his  health  and  intelligence;  then  test  the  degree 
of  his  interest  in  the  things  you  want  him  to  remember. 
There  are  other  tests  that  will  confirm  or  modify  what 
you  find  here. 

The  quality  of  an  applicant’s  memory  will  show  itself 
in  the  readiness  with  which  he  recalls  his  address  and  the 
date  of  his  birth.  Memory  depends  also  upon  repetition 
of  the  thing  to  be  remembered,  either  mentally  or  verbally. 
Hence,  a concave  forehead,  showing  deliberate  thought,  in- 
dicates, other  things  being  equal,  a better  memory  for  mental 
things  than  a convex  forehead;  while  a convex  forehead, 
showing  keen  perception,  will  have  a better  memory  of 
material  things. 


46 


In  answering  your  questions,  the  applicant  gives  you 
another  opportunity  to  test  his  memory.  Note  what  things 
he  remembers  best — events,  figures,  people,  ideals,  money, 
places,  books  or  duties.  This  will  also  show  you  in  what 
direction  his  interests  lie.  If  he  has  successfully  held  posi- 
tions requiring  a good  memory,  that  is  a point  in  his  favor. 
If  he  likes  studies  requiring  considerable  memorizing,  like 
history,  grammar,  literature,  and  languages,  that  is  another 
bit  of  evidence  to  be  considered. 

INITIATIVE 

For  initiative,  demand  good  health,  medium  or  blonde 
color,  plane  or  convex  form,  a good  development  of  energy, 
a high,  wide  head,  inclining  to  roundness;  elastic,  flexible 
hand.  Any  one  or  two  of  these  many  indicate  it,  in  absence 
of  the  others;  but  the  more  of  them  there  are  present  and 
the  more  extreme  they  are,  the  more  initiative. 

Initiative  is  also  shown  by  the  kind  of  positions  held,  the 
amount  of  self-education  a man  has  given  himself,  his 
ambitions  and  ideals,  his  ideas  of  how  to  get  advancement, 
what  he  is  doing  in  the  way  of  self-improvement,  and  the 
kind  and  quality  of  work  he  has  done  in  managing  men. 
But  these  should  be  carefully  checked  and  compared  with 
other  indications.  There  are  men  who  are  forever  studying 
and  taking  various  “courses”  for  self-improvement  whose 
entire  stock  of  energy  seems  to  be  expended  in  that  way. 

CONCLUSION 

There  is  no  such  thing  as  perfection  in  human  analysis. 
Every  day  you  work  upon  it  you  will  learn  something  new. 
But  you  will  come  nearer  and  nearer  perfection  the  more 
you  study  and  practice.  Every  time  you  examine  an  ap- 
plicant, do  your  best — as  if  your  very  life  depended  upon 
accurate  deductions.  Then  verify  as  quickly  as  possible, 
checking  up  your  analysis  by  the  man’s  actual  performance. 
When  you  are  mistaken  in  judgment,  study  to  know  why. 
Make  these  painstaking  studies  in  as  many  cases  as  pos- 
sible. Scientific  practice  is  the  only  way  to  expertness  in 
judging  men  and  women. 


47 


.r."'  ’ 


- i ^.-r,  ^»'  ^ ^ T.  -a&»  n,5  .e:' 


g.  " * ' -T'  ' f 

W^i  uvfe.i'i  s i*  <3«  ’'■■  ■-■  .-‘-^  'r 


n;-‘I*f.=,#.m&^-r!  :^'-'^-c, 


v-v-^  t'-v^-;& 


f’-T 


T ?«\  f< 


2-1^  e'^  ’*‘'4  > - ' " ' 

P,S;"!s  ’,  .i,'.?!-..  -v 
K'-'-'^'.  '-rJi.l'Ti.: 


